NOTICE OF MEETING Notice is hereby given that a Governance and Finance Committee meeting of the Devonport City Council will be held in the Council Chambers, on Monday 16 May 2016, commencing at 6:00pm. The meeting will be open to the public at 6:00pm. QUALIFIED PERSONS In accordance with Section 65 of the Local Government Act 1993, I confirm that the reports in this agenda contain advice, information and recommendations given by a person who has the qualifications or experience necessary to give such advice, information or recommendation.
Paul West GENERAL MANAGER 11 May 2016
AGENDA FOR A MEETING OF THE GOVERNANCE AND FINANCE COMMITTEE OF DEVONPORT CITY COUNCIL HELD ON MONDAY 16 MAY 2016 AT THE COUNCIL CHAMBERS AT 6:00PM Item
Page No.
1.0
APOLOGIES ............................................................................................... 1
2.0
DECLARATIONS OF INTEREST ........................................................................ 1
3.0
PROCEDURAL............................................................................................. 2
3.1
PUBLIC QUESTION TIME ...................................................................................................................... 2
3.1.1
Questions on notice from the public ........................................................................................... 2
3.1.2
Question without notice from the public .................................................................................... 2
3.2
QUESTIONS ON NOTICE FROM ALDERMEN .............................................................................................. 2
4.0
GOVERNANCE AND FINANCE REPORTS ......................................................... 3
4.1
Parking along Victoria Parade (D415648).................................................................................. 3
4.2
Elected Members' Expenditure Report - March to April 2016 (D416310) .............................. 6
4.3
Local Government Model Code of Conduct (D417135) ......................................................... 9
4.4
Customer Service Charter (D417932) ........................................................................................ 26
4.5
Annual Luncheon for 50+ Year Ratepayers (D418206)........................................................... 31
4.6
Targeted Review of the Local Government Act - Consultation Paper (D419004) ............ 33
4.7
Finance Report for April 2016 (D419069) ................................................................................... 82
4.8
Governance & Finance Report (D416682) ............................................................................... 90
5.0
CLOSURE .............................................................................................. 106
PAGE 1 Governance and Finance Committee meeting Agenda 16 May 2016
Agenda of a meeting of the Devonport City Council’s Governance and Finance Committee to be held at the Council Chambers, Fenton Way, Devonport on Monday 16 May 2016 commencing at 6:00pm. PRESENT Present Chair
Apology
Ald J T Keay Ald C D Emmerton Ald G F Goodwin Ald S L Martin Ald L M Perry Ald A L Rockliff
IN ATTENDANCE All persons in attendance are advised that it is Council policy to record Council Meetings, in accordance with Council’s Audio Recording Policy. The audio recording of this meeting will be made available to the public on Council’s website for a minimum period of six months. Members of the public in attendance at the meeting who do not wish for their words to be recorded and/or published on the website, should contact a relevant Council Officer and advise of their wishes prior to the start of the meeting.
1.0
APOLOGIES
2.0
DECLARATIONS OF INTEREST
PAGE 2 Governance and Finance Committee meeting Agenda 16 May 2016
3.0
PROCEDURAL
3.1
PUBLIC QUESTION TIME Members of the public are invited to ask questions in accordance with the following resolution of Council (Min Ref 54/16): 1.
Public participation shall take place at Council meetings in accordance with Regulation 31 of the Local Government (meeting Procedures) Regulations 2015.
2.
Public participation will be the first agenda item following the formal motions; Apologies, Minutes and Declarations of Interest.
3.
A maximum period of time of 30 minutes in total will be allowed for public participation.
4.
A maximum period of time of 3 minutes will be allowed for each individual.
5.
A member of the public may give written notice to the General Manager 7 days before an ordinary meeting of Council of a question to be asked at that meeting.
6.
A member of the public will be entitled to ask questions relating to the activities of Council, giving an explanation that is necessary to give background to the question and ask supplementary or follow up questions relating to that specific matter that may come to light as a result of the answer.
7.
Questions do not have to be lodged prior to the meeting, however they would be preferably provided in writing.
8.
A question by any member of the public and an answer to that question are not to be debated.
9.
The Chairperson may refuse to accept a question. If the Chairperson refuses to accept a question, the Chairperson is to give reason for doing so.
3.1.1
Questions on notice from the public At the time of compilation of the agenda no questions on notice from the public were received.
3.1.2
Question without notice from the public
3.2
QUESTIONS ON NOTICE FROM ALDERMEN At the time of compilation of the agenda no questions on notice from Aldermen were received.
PAGE 3 Report to Governance and Finance Committee meeting on 16 May 2016
4.0
GOVERNANCE AND FINANCE REPORTS
4.1
PARKING ALONG VICTORIA PARADE File: 23429 D415648
RELEVANCE TO COUNCIL’S PLANS & POLICIES Council’s Strategic Plan 2009-2030: Strategy 2.3.1
Provide and maintain roads, bridges, footpaths, bike paths and car parks to appropriate standards
SUMMARY To provide Council an opportunity to review the parking restrictions relating to 12 parking spaces on Victoria Parade.
BACKGROUND The 12 parking spaces opposite the fire station on Victoria Parade are currently unrestricted parking. With LIVING CITY construction starting soon, and the subsequent loss of the existing Rooke Street Car Park, is it necessary to examine all nearby and alternate parking spaces to ensure maximum efficiency and benefit is provided by remaining spaces.
STATUTORY REQUIREMENTS There are no statutory requirements that relate to this report. DISCUSSION Parking restrictions are used in CBD areas to improve the flow of traffic and provide safe, efficient and fair access for all drivers. The 12 parking spaces opposite the fire station on Victoria Parade have never had a parking restriction. It has been noted by parking staff for a long time that these 12 bays are continually occupied during business hours with little to no turnover of different cars and are often the same cars parked daily. ITEM 4.1
PAGE 4 Report to Governance and Finance Committee meeting on 16 May 2016
With LIVING CITY construction commencing in the near future, this will change the landscape of car parking in Devonport’s CBD. Whilst the construction of a 530 space Multi Storey Car park will provide additional parking, the existing 191 space Rooke Street Car Park will be lost once construction starts. It is imperative that all available parking spaces nearby are fully utilised for short term parking. Applying short time restrictions to parking spaces encourages high turnover and creates more opportunities for short-term parkers. There are three options used in Devonport currently for restricting parking:
Timed parking - Time zones permit parking for a certain time limit and are provided at no cost to the parker. This can be useful for residential areas or other fringe areas.
Parking meters - Metered parking is useful to discourage long term parking and is beneficial for people attending a meeting or short term business nearby.
Pay and Display - Generally this restriction has been used in Council’s off street carparks for long term to all day parking.
With the other pending changes to the CBD, introducing a new method or amending current methods is not proposed at this stage. Rooke Street and Oldaker Street nearby are both timed one hour. There is timed three hour parking limit further north on Victoria Parade. It would seem a two hour limit would suit the use of this area. As there are parking meters in both Rooke and Oldaker streets nearby and the southern CBD fringe has two hour parking meters installed in Macfie and Wenvoe streets, a two hour limit with meters would be reasonable.
Furthermore, the Victoria Parade off-street car park is available. The close proximity of this car park is shown in the aerial photograph above. The spaces discussed as part of this report are obscured by the row of trees in the photo. There is no incentive for people to use this car park if free, all-day parking is available closer to the CBD. Overall, the nature of these spaces is inconsistent with the application of controls in neighbouring streets and therefore should be changed.
COMMUNITY ENGAGEMENT No community engagement has been undertaken however as a standard practice for new parking restrictions, parkers would receive information and warnings explaining the changes and not immediately issued with an infringement. ITEM 4.1
PAGE 5 Report to Governance and Finance Committee meeting on 16 May 2016
FINANCIAL IMPLICATIONS As Council currently receive no income from these spaces, it is likely to see an increase in parking income and infringement income which would offset the cost of providing these spaces, equipment and monitoring. All charges applicable to the parking meters will be consistent with all other meters throughout the CBD.
RISK IMPLICATIONS No specific risks have been identified, other than potential lack of parking spaces for short stay parkers if these spaces are not restricted.
CONCLUSION Of the three options to restrict the parking in this area, installing parking meters fits in with the location of Oldaker Street and mirrors the southern CBD fringe with two hour parking meters installed in Macfie and Wenvoe Streets and would seem to suit the surrounding area.
ATTACHMENTS Nil
RECOMMENDATION That it be recommended to Council that the report of the Customer Service Coordinator regarding parking spaces in Victoria Parade be received and noted and that Council implement two hour metered parking on these spaces.
Author: Position:
Danielle Harvey Customer Services Coordinator
Endorsed By: Position:
ITEM 4.1
Shane Crawford Executive Manager Corporate, Community & Business Services
PAGE 6 Report to Governance and Finance Committee meeting on 16 May 2016
4.2
ELECTED MEMBERS' EXPENDITURE REPORT - MARCH TO APRIL 2016 File: 22947 D416310
RELEVANCE TO COUNCIL’S PLANS & POLICIES Council’s Strategic Plan 2009-2030: Strategy 5.3.2
Provide appropriate support to elected members to enable them to discharge their functions
SUMMARY To detail expenditure of both the Mayor and Aldermen.
BACKGROUND This report is in response to a Council resolution (Min 49/12 refers) “That Council be provided with a specific monthly report in relation to expenditure incurred, in excess of statutory allowances, for both the Mayor and Aldermen.”
STATUTORY REQUIREMENTS Under the Local Government Act 1993 Council is required to publish details of the total allowances and expenses paid to the Mayor, Deputy Mayor and Aldermen in its Annual Report, however there is no obligation to do so at any other time.
DISCUSSION Expenditure processed for the two month period March-April 2016 is detailed below: Mayor Steve Martin $ 140.80 Mobile telephone expenses $ 49.11 LGAT General Meeting $ 150.00 Trophy – City of Devonport Cup – NW Greyhound Racing $ 70.00 Mersey Rowing Club Awards dinner $ 25.00 CBMC Breakfast $ 54.91 Application for special permit – Mayor’s Gala Ball $ 25.50 Meal expenses $ 136.36 Performing Arts dinner Alderman Laycock $ 49.11 LGAT General meeting $ 75.80 Travel expenses – LGAT Elected members workshop $ 498.33 Accommodation expenses – LGAT Elected members workshop Aldermen $ 612.72
iPad expenses
The attached table sets out the cumulative expenditure for the 2015/16 financial year. Due to the timing of Credit Card statements and invoices, expenditure will be reported as and when the account is paid. Items in this report may relate to transactions that occurred in previous months.
COMMUNITY ENGAGEMENT There was no community engagement as a result of this report.
ITEM 4.2
PAGE 7 Report to Governance and Finance Committee meeting on 16 May 2016
FINANCIAL IMPLICATIONS Mayoral and Aldermen expenses are costed to the general ledger account for Aldermen Support.
RISK IMPLICATIONS It is believed there are no risks associated with this report.
CONCLUSION Expenses are reported on a monthly basis in accordance with Council’s direction.
ATTACHMENTS 1.
Cumulative Totals - Year to Date - April 2016
RECOMMENDATION That it be recommended to Council that the report advising of Aldermen expenses be received and noted.
Author: Position:
Karen Hampton Governance Coordinator
Endorsed By: Position:
ITEM 4.2
Paul West General Manager
PAGE 8 Cumulative Totals - Year to Date - April 2016
ATTACHMENT [1]
Aldermen Expenses Cumulative figures - Year to date
Alderman
Mayoral Allowance
Deputy Mayoral Aldermen's Allowance Allowance
Mileage R'ments
43,023
17,209
10,080
Mayor Martin
I'Pads
Conference/ Professional Development Attendance
Travel, Accomm & Meal expenses
414
3,342
339
Meeting expenses
Phone
360
Other
975
864
Total $
76,606
$
17,548
Ald Emmerton
17,209
339
Ald Goodwin
17,209
339
783
$
18,331
Ald Jarman
17,209
339
127
$
17,675
Ald Keay
17,209
339
$
17,548
Ald Matthews
17,209
339
$
17,548
Ald Laycock
17,209
339
$
18,844
Ald Perry
17,209
339
$
17,548
17,209
339
$
31,542
$
-
Deputy Mayor Rockliff
13,450
550
746 544
Other Non Attributable TOTAL - YEAR TO DATE $ Budget BALANCE UNSPENT % Spent Year to Date
$
43,023
$ 13,450
$ 154,881
$ 10,080
$ 3,051
50,700
15,850
199,486
12,100
4,300
44,605
$ 2,020
$ 1,249
7,677 85%
$
2,400 85%
$
78%
83%
$
964
$
14,000 $
71%
13,036 7%
5,542 8,500
$
2,958 65%
Note: Council provides a motor vehicle for use by the Mayor - the cost of this vehicle is shown in the Mileage column.
ITEM 4.2
$
360
$
1,000 $
640 36%
975
$
1,400 $
425 -$ 70%
864
$
864
233,190 307,336
$
74,146 76%
PAGE 9 Report to Governance and Finance Committee meeting on 16 May 2016
4.3
LOCAL GOVERNMENT MODEL CODE OF CONDUCT File: 21627 D417135
RELEVANCE TO COUNCIL’S PLANS & POLICIES Council’s Strategic Plan 2009-2030: Strategy 5.3.1
Review and amend governance structures, policies and procedures to adapt to changing circumstances
SUMMARY This report is provided to assist Council in implementing a new Code of Conduct in accordance with the recently proclaimed Local Government (Model Code of Conduct) Order 2016.
BACKGROUND The State Government introduced Code of Conduct obligations into the Local Government Act 1993 more than ten years ago. Since that time there have been a number of concerns regarding the ability for the Code of Conducts to effectively moderate some behaviours. As a result a review of the Code of Conduct arrangements has been underway for some time. Amendments to the Local Government Act 1993 and the development of a Model Code of Conduct are now complete. The key aspects, as listed by the Local Government Division, of the amendments are:
the Model Code of Conduct (made by order of the Minister for Planning and Local Government) prescribes the standard of behaviour that all Tasmanian councillors are required to meet when performing their role;
the Minister's independent Local Government Code of Conduct Panel (the Panel) is responsible for the investigation and determination of code of conduct complaints;
that code of conduct complaints are lodged with the general manager of the relevant council, and can be made within six months of the councillor allegedly contravening the code of conduct;
new powers for the Panel to suspend councillors for serious breaches of the code of conduct;
new ability for the Panel to dismiss frivolous and vexatious complaints;
new power for the Minister to remove a councillor from office if he/she has received a suspension sanction for three code of conduct breaches during one term of office or two consecutive terms of office;
new offence provision providing that if a councillor fails to comply with a sanction imposed by the Panel, that councillor may face a penalty of a fine not exceeding 50 penalty units, which currently equates to $7 700; and
an appeal right from a Panel determination to the Magistrates Court (Administrative Appeals Division) on the basis that the Panel failed to comply with the rules of natural justice.
ITEM 4.3
PAGE 10 Report to Governance and Finance Committee meeting on 16 May 2016
STATUTORY REQUIREMENTS The Local Government Act 1993 requires: 28R. Model code of conduct (1)
The Minister, by order, is to make a model code of conduct relating to the conduct of councillors.
(2)
The Minister, by order, may amend or revoke and substitute the model code of conduct.
(3)
The Minister is to make a copy of the model code of conduct available to each council as soon as practicable after the model code of conduct is made, amended or revoked and substituted.
28T. Code of conduct (1)
Within 3 months after the day on which an order under section 28R(1) takes effect, each council must adopt the model code of conduct, either with or without any variations permitted under subsection (3), as its code of conduct relating to the conduct of its councillors.
(2)
Within 3 months after the Minister makes available to councils an amendment to the model code of conduct or a substitute model code of conduct, a council must adopt the amendment, or revoke its code of conduct and adopt the substitute model code of conduct as its code of conduct, either with or without variations permitted under subsection (3).
(3)
In adopting the model code of conduct, an amendment to the model code of conduct or a substitute model code of conduct, a council may vary the model code of conduct, amendment or substitute model code of conduct in any manner that is allowed by the model code of conduct, amendment or substitute model code of conduct, is approved by the Minister or is prescribed.
(4)
A variation of the model code of conduct, an amendment to the model code of conduct or a substitute model code of conduct is to be set out in a schedule to the model code of conduct, the model code of conduct as amended or the substitute model code of conduct.
(5)
Within 14 days after adopting the model code of conduct, an amendment to the model code of conduct or a substitute model code of conduct, a council is to provide a copy of it to the Director.
(6)
The general manager is to make a copy of the council's code of conduct available – (a) for public inspection, free of charge, at the public office of the council during ordinary office hours and on its website; and (b) for purchase at a reasonable charge.
(7)
A council is to review its code of conduct within 3 months after each ordinary election.
The Local Government (Model Code of Conduct) Order 2016 took effect on 13 April 2016. The Order included the Model Code of Conduct which Council is required to adopt (as is or in a modified form) within 90 days.
DISCUSSION The Model Code of Conduct as outlined under Schedule 1 of the Local Government (Model Code of Conduct) Order 2016 is recommended to Council without variation. The Model Code of Conduct (refer attachment 1) includes the following parts: 1.
Decision making
2.
Conflict of interest
3.
Use of Office
4.
Use of resources ITEM 4.3
PAGE 11 Report to Governance and Finance Committee meeting on 16 May 2016
5.
Use of information
6.
Gifts and benefits
7.
Relationships with community, councillors and Council employees
8.
Representation
9.
Variation of Code of Conduct
The Model Code of Conduct has been transferred in its entirety into the Council’s standard policy format. It would seem to be of little benefit to Council or the community to pursue a modified Code of Conduct at this time. Training opportunities will likely be provided by the Integrity Commission for Aldermen include course on the new Code of Conduct. A ‘Local Government Code of Conduct Framework under the Local Government Act 1993 – Flowchart’ prepared by the Local Government Division is also attached for the information of Aldermen. Recommended content to accompany the Model Code of Conduct has also been included in the document to ensure that the community has a clear understanding of the process and the actual code. A Code of Conduct Complaint Form has also been included.
COMMUNITY ENGAGEMENT There has been no specific community engagement in relation to this report. The review of the Code of Conduct provisions of the Local Government Act 1993 has been undertaken over a couple of years and there has been reporting of the process and invitations for participation during this time. Council is required to make a copy of the code of conduct available for public inspection, free of charge, at the public office of the Council during ordinary office hours and on its website.
FINANCIAL IMPLICATIONS The Act provides that the Council will be responsible for payment of the costs of the Panel and Executive Officer in relation to a complaint lodged. The complainant and respondent councillors are required under the legislation for payment of their own cost.
RISK IMPLICATIONS No risks have been identified in relation to Council complying with the requirements of the Local Government Act 1993 by adopting the Model Code of Conduct within 90 days of the Ministerial Order.
CONCLUSION The Model Code of Conduct is recommended for adoption. Council was previously required to have an independent person of ‘good standing in the community’ as the Chair of the local Code of Conduct Panel. Mr Ron Dell has held this role for a number of years. As a result of the changes to the Act the local Panel is no longer required. The recommendation suggests that a letter be forwarded to Mr Dell advising him of the changes and thanking him for agreeing to undertake this role.
ITEM 4.3
PAGE 12 Report to Governance and Finance Committee meeting on 16 May 2016
ATTACHMENTS 1.
Flowchart
2.
Model Code of Conduct - May 2016
RECOMMENDATION That it be recommended to Council that the report of the General Manager relating to the Model Code of Conduct be received and noted and that Council: (a)
adopt the Code of Conduct as attached with immediate effect; and
(b)
write to Mr Ron Dell advising him of the changes to the Act and thanking him for undertaking the role of Independent Chair of the Devonport City Council Code of Conduct Panel.
Author: Position:
Paul West General Manager
ITEM 4.3
Flowchart
PAGE 13
ITEM 4.3
ATTACHMENT [1]
PAGE 14 Model Code of Conduct - May 2016
ATTACHMENT [2]
MODEL CODE OF CONDUCT POLICY POLICY TYPE
POLICY ADOPTED (DATE)
Council
May 2016
DOCUMENT CONTROLLER
RESPONSIBLE MANAGER
STRATEGIC PLAN 2009-2030 (STRATEGY REFERENCE)
DATE OF NEXT REVIEW
General Manager
General Manager
5.3.2 – Provide appropriate support to elected members to enable them to discharge their functions
Within 3 months after each ordinary election
PURPOSE
MINUTE NUMBER
POLICY DOCUMENT NUMBER (TRIM): D417595
This Code of Conduct sets out the standards of behaviour expected of the Aldermen (councillors) of the Devonport City Council, with respect to all aspects of their role. As leaders in the community, councillors acknowledge the importance of high standards of behaviour in maintaining good governance. Good governance supports each councillor’s primary goal of acting in the best interests of the community. Councillors therefore agree to conduct themselves in accordance with the standards of behaviour set out in the Code of Conduct.
SCOPE
POLICY
This Code of Conduct incorporates the Model Code of Conduct made by Order of the Minister responsible for local government. This Code of Conduct applies to a councillor whenever he or she: conducts council business, whether at or outside a meeting; conducts the business of his or her office (which may be that of mayor, deputy mayor or councillor); or acts as a representative of the Council. Model Code of Conduct: PART 1 - Decision making 1.
2. 3. 4.
A councillor must bring an open and unprejudiced mind to all matters being decided upon in the course of his or her duties, including when making planning decisions as part of the Council's role as a Planning Authority. A councillor must make decisions free from personal bias or prejudgement. In making decisions, a councillor must give genuine and impartial consideration to all relevant information known to him or her, or of which he or she should have reasonably been aware. A councillor must make decisions solely on merit and must not take irrelevant matters or circumstances into account when making decisions.
PART 2 - Conflict of interest 1. 2. 3.
When carrying out his or her public duty, a councillor must not be unduly influenced, nor be seen to be unduly influenced, by personal or private interests that he or she may have. A councillor must act openly and honestly in the public interest. A councillor must uphold the principles of transparency and honesty and declare actual, potential or perceived conflicts of interest at any ITEM 4.3
PAGE 15 Model Code of Conduct - May 2016
4. 5. 6.
ATTACHMENT [2]
meeting of the Council and at any workshop or any meeting of a body to which the councillor is appointed or nominated by the Council. A councillor must act in good faith and exercise reasonable judgement to determine whether he or she has an actual, potential or perceived conflict of interest. A councillor must avoid, and remove himself or herself from, positions of conflict of interest as far as reasonably possible. A councillor who has an actual, potential or perceived conflict of interest in a matter before the Council must – a) declare the conflict of interest before discussion on the matter begins; and b) act in good faith and exercise reasonable judgement to determine whether the conflict of interest is so material that it requires removing himself or herself physically from any Council discussion and remaining out of the room until the matter is decided by the Council.
PART 3 - Use of Office 1. 2.
3.
The actions of a councillor must not bring the Council or the office of councillor into disrepute. A councillor must not take advantage, or seek to take advantage, of his or her office or status to improperly influence others in order to gain an undue, improper, unauthorised or unfair benefit or detriment for himself or herself or any other person or body. In his or her personal dealings with the Council (for example as a ratepayer, recipient of a Council service or planning applicant), a councillor must not expect nor request, expressly or implicitly, preferential treatment for himself or herself or any other person or body.
PART 4 - Use of resources 1. 2. 3. 4.
A councillor must use Council resources appropriately in the course of his or her public duties. A councillor must not use Council resources for private purposes except as provided by Council policies and procedures. A councillor must not allow the misuse of Council resources by any other person or body. A councillor must avoid any action or situation which may lead to a reasonable perception that Council resources are being misused by the councillor or any other person or body.
PART 5 - Use of information 1. 2. 3. 4.
A councillor must protect confidential Council information in his or her possession or knowledge, and only release it if he or she has the authority to do so. A councillor must only access Council information needed to perform his or her role and not for personal reasons or non-official purposes. A councillor must not use Council information for personal reasons or non-official purposes. A councillor must only release Council information in accordance with established Council policies and procedures and in compliance with relevant legislation. ITEM 4.3
PAGE 16 Model Code of Conduct - May 2016
ATTACHMENT [2]
PART 6 - Gifts and benefits 1. 2.
3.
4. 5. 6. 7. 8.
A councillor may accept an offer of a gift or benefit if it directly relates to the carrying out of the councillor's public duties and is appropriate in the circumstances. A councillor must avoid situations in which the appearance may be created that any person or body, through the provisions of gifts or benefits of any kind, is securing (or attempting to secure) influence or a favour from the councillor or the Council. A councillor must carefully consider – a) the apparent intent of the giver of the gift or benefit; and b) the relationship the councillor has with the giver; and c) whether the giver is seeking to influence his or her decisions or actions, or seeking a favour in return for the gift or benefit. A councillor must not solicit gifts or benefits in the carrying out of his or her duties. A councillor must not accept an offer of cash, cash-like gifts (such as gift cards and vouchers) or credit. A councillor must not accept a gift or benefit if the giver is involved in a matter which is before the Council. A councillor may accept an offer of a gift or benefit that is token in nature (valued at less than $50) or meets the definition of a token gift or benefit (if the Council has a gifts and benefits policy). If the Council has a gifts register, a councillor who accepts a gift or benefit must record it in the relevant register.
PART 7 - Relationships with community, councillors and Council employees 1.
2.
3. 4. 5.
A councillor – a) must treat all persons with courtesy, fairness, dignity and respect; and b) must not cause any reasonable person offence or embarrassment; and c) must not bully or harass any person. A councillor must listen to, and respect, the views of other councillors in Council and committee meetings and any other proceedings of the Council, and endeavour to ensure that issues, not personalities, are the focus of debate. A councillor must not influence, or attempt to influence, any Council employee or delegate of the Council, in the exercise of the functions of the employee or delegate. A councillor must not contact or issue instructions to any of the Council’s contractors or tenderers, without appropriate authorisation. A councillor must not contact an employee of the Council in relation to Council matters unless authorised by the General Manager of the Council.
PART 8 – Representation 1. 2. 3.
When giving information to the community, a councillor must accurately represent the policies and decisions of the Council. A councillor must not knowingly misrepresent information that he or she has obtained in the course of his or her duties. A councillor must not speak on behalf of the Council unless specifically authorised or delegated by the Mayor or Lord Mayor. ITEM 4.3
PAGE 17 Model Code of Conduct - May 2016
4. 5. 6. 7. 8.
LEGISLATION AND RELATED DOCUMENTS ATTACHMENTS
ATTACHMENT [2]
A councillor must clearly indicate when he or she is putting forward his or her personal views. A councillor’s personal views must not be expressed in such a way as to undermine the decisions of the Council or bring the Council into disrepute. A councillor must show respect when expressing personal views publicly. The personal conduct of a councillor must not reflect, or have the potential to reflect, adversely on the reputation of the Council. When representing the Council on external bodies, a councillor must strive to understand the basis of the appointment and be aware of the ethical and legal responsibilities attached to such an appointment.
Local Government Act 1993 Local Government (General) Regulations 2015 Public Interest Disclosures Act 2002 Appendix 1 - Notes Accompanying the Model Code of Conduct Appendix 2 - Code of Conduct Complaint Form
ITEM 4.3
PAGE 18 Model Code of Conduct - May 2016
ATTACHMENT [2]
1. Introduction Purpose of code of conduct This Code of Conduct sets out the standards of behaviour expected of the councillors of the Devonport City Council, with respect to all aspects of their role. As leaders in the community, councillors acknowledge the importance of high standards of behaviour in maintaining good governance. Good governance supports each councillor’s primary goal of acting in the best interests of the community. Councillors therefore agree to conduct themselves in accordance with the standards of behaviour set out in the Code of Conduct. This Code of Conduct incorporates the Model Code of Conduct made by Order of the Minister responsible for local government.
Application of code of conduct This Code of Conduct applies to a councillor whenever he or she: -
conducts council business, whether at or outside a meeting;
-
conducts the business of his or her office (which may be that of mayor, deputy mayor or councillor); or
-
acts as a representative of the Council.
A complaint of failure to comply with the provisions of the Code of Conduct may be made where the councillor fails to meet the standard of conduct specified in the Model Code of Conduct.
Standards of conduct prescribed under the Model Code of Conduct The model code of conduct provides for the following eight standards of conduct:
1. Decision making A councillor is to bring an open and unprejudiced mind to all matters being considered in the course of his or her duties, so that decisions are made in the best interests of the community.
2. Conflict of interest A councillor effectively manages conflict of interest by ensuring that personal or private interests do not influence, and are not seen to influence, the performance of his or her role and acting in the public interest.
3. Use of office A councillor uses his or her office solely to represent and serve the community, conducting himself or herself in a way that maintains the community’s trust in the councillor and the Council as a whole.
4. Use of resources A councillor uses Council resources and assets strictly for the purpose of performing his or her role.
5. Use of information A councillor uses information appropriately to assist in performing his or her role in the best interests of the community.
ITEM 4.3
PAGE 19 Model Code of Conduct - May 2016
ATTACHMENT [2]
6. Gifts and benefits A councillor adheres to the highest standards of transparency and accountability in relation to the receiving of gifts or benefits, and carries out his or her duties without being influenced by personal gifts or benefits.
7. Relationships with community, councillors and council employees A councillor is to be respectful in his or her conduct, communication and relationships with members of the community, fellow councillors and Council employees in a way that builds trust and confidence in the Council.
8. Representation A councillor is to represent himself or herself and the Council appropriately and within the ambit of his or her role, and clearly distinguish between his or her views as an individual and those of the Council.
Principles of good governance By adopting this Code of Conduct, councillors commit to the overarching principles of good governance by being: Accountable – Explain, and be answerable for, the consequences of decisions made on behalf of the community. Transparent – Ensure decision making processes can be clearly followed and understood by the community. Law-abiding – Ensure decisions are consistent with relevant legislation or common law, and within the powers of local government. Responsive – Represent and serve the needs of the entire community while balancing competing interests in a timely, appropriate and responsive manner. Equitable – Provide all groups with the opportunity to participate in the decision making process and treat all groups equally. Participatory and inclusive – Ensure that anyone affected by or interested in a decision has the opportunity to participate in the process for making that decision. Effective and efficient – Implement decisions and follow processes that make the best use of the available people, resources and time, to ensure the best possible results for the community. Consensus oriented – Take into account the different views and interests in the community, to reach a majority position on what is in the best interests of the whole community, and how it can be achieved.
2. Legislation The code of conduct framework is legislated under the Local Government Act 1993 (the Act). The Act is available to view via the Tasmanian Legislation Website at www.thelaw.tas.gov.au. Code of conduct Tasmanian councillors are required to comply with the provisions of the Council’s Code of Conduct while performing the functions and exercising the powers of his or her office with the council.
ITEM 4.3
PAGE 20 Model Code of Conduct - May 2016
ATTACHMENT [2]
The Code of Conduct incorporates the Model Code of Conduct (made by order of the Minister responsible for local government) and may include permitted variations included as attached schedules to the Model Code of Conduct. Making a code of conduct complaint A person may make a code of conduct complaint against one councillor in relation to the contravention by the councillor of the relevant council’s code of conduct. A person may make a complaint against more than one councillor if the complaint relates to the same behaviour and the same code of conduct contravention. Code of conduct complaints are lodged with the general manager of the relevant council and must comply with legislative requirements, as outlined below. A complaint may not be made by more than two complainants jointly. A code of conduct complaint is to – -
be in writing;
-
state the name and address of the complainant;
-
state the name of each councillor against whom the complaint is made;
-
state the provisions of the relevant code of conduct that the councillor has allegedly contravened;
-
contain details of the behaviour of each councillor that constitutes the alleged contravention;
-
be lodged with the general manager within six months after the councillor or councillors against whom the complaint is made allegedly committed the contravention of the code of conduct; and
-
be accompanied by the code of conduct complaint lodgement fee.
Once satisfied that the code of conduct complaint meets prescribed requirements, the General Manager forwards the complaint to the Code of Conduct Panel. Code of conduct complaint lodgement fee The code of conduct complaint lodgement fee is prescribed under Schedule 3 (Fees) of the Local Government (General) Regulations 2015. The lodgement fee is 50 fee units ($75.50 in 2015/16).
3. Further assistance Councillor dispute resolution Councillors commit to developing strong and positive working relationships and working effectively together at all times. Prior to commencing a formal code of conduct complaint, the councillors who are parties to any disagreement should endeavour to resolve their differences in a courteous and respectful manner, recognising that they have been elected to act in the best interests of the community. A council’s internal dispute resolution process should be the first step that is taken when there is a dispute between councillors. A councillor who is party to any disagreement should request the Mayor (or Lord Mayor) or the General Manager to assist that councillor in resolving the disagreement informally. ITEM 4.3
PAGE 21 Model Code of Conduct - May 2016
ATTACHMENT [2]
If the informal assistance does not resolve the disagreement, the General Manager may, with the consent of the parties involved, choose to appoint an external mediator to assist in the resolution of the disagreement. If an external mediator is appointed, councillors who are party to the disagreement must strive to cooperate with the mediator and use their best endeavours to assist the mediator and participate in the mediation arranged. Where a matter cannot be resolved through internal processes, the next step may be to lodge a formal code of conduct complaint. Councillors should only invoke the provisions of the Code of Conduct in good faith, where it is perceived that another councillor has not complied with the provisions or intent of the Code of Conduct.
Complaints under the Local Government Act 1993 The Director of Local Government is responsible for the investigation of complaints regarding alleged breaches of the Act. Any person can make a complaint to the Director, via the Local Government Division (contact details below), in accordance with section 339E of the Act, where it is genuinely believed that a council, councillor or general manager may have committed an offence under the Act or failed to comply with the requirements of the Act. To make a complaint, it is recommended that you first contact the Local Government Division to discuss whether the matter is something that the Division can assist with. Public Interest Disclosure Any instances of suspected corrupt conduct, maladministration and serious and substantial waste of public resources or substantial risk to public health or safety or to the environment should be reported in accordance with the Public Interest Disclosures Act 2002. Disclosures may be made to the Tasmanian Ombudsman or the Tasmanian Integrity Commission. Key contacts Department of Premier and Cabinet’s Local Government Division Executive Building, 15 Murray Street, HOBART TAS 7000 GPO Box 123, HOBART TAS 7001 Phone: (03) 6232 7022 Fax: (03) 6232 5685 Email: lgd@dpac.tas.gov.au Web: www.dpac.tas.gov.au/divisions/local_government Local Government Association of Tasmania 326 Macquarie Street, HOBART TAS 7000 GPO Box 1521, HOBART TAS 7001 Phone: (03) 6233 5966 Email: admin@lgat.tas.gov.au Web: www.lgat.tas.gov.au The Tasmanian Integrity Commission Surrey House, Level 2, 199 Macquarie Street, HOBART TAS 7000 GPO Box 822, HOBART TAS 7001 Phone: 1300 720 289 Email: mper@integrity.tas.gov.au Web: www.integrity.tas.gov.au
ITEM 4.3
PAGE 22 Model Code of Conduct - May 2016
ATTACHMENT [2]
Ombudsman Tasmania NAB House, Level 6, 86 Collins Street, HOBART TAS 7000 GPO Box 123, HOBART TAS 7001 Phone: 1800 001 170 Email: ombudsman@ombudsman.tas.gov.au Web: www.ombudsman.tas.gov.au
ITEM 4.3
PAGE 23 Model Code of Conduct - May 2016
ATTACHMENT [2]
DEVONPORT CITY COUNCIL CODE OF CONDUCT COMPLAINT FORM
INTRODUCTION This form is designed to help you comply with section 28V (Making a code of conduct complaint against councillor) under the Local Government Act 1993. All complaints must be in writing and be lodged within 6 months after the councillor or councillors allegedly committed the contravention of the Council’s Code of Conduct. 1.
INSTRUCTIONS
If completing this form by hand, please use black or blue pen and print clearly. Send your completed form to the General Manager of the Council. A code of conduct complaint must be accompanied by the prescribed lodgement fee of 50 fee units ($75.50 in 2015/16). 2.
CONTACT DETAILS (of person making the complaint)
Name:
Telephone (mobile):
Address (Residential):
Telephone (work):
Address (Postal):
Telephone (home):
Email address: 3.
SUMMMARY OF COMPLAINT
Name of each councillor who you believe has contravened the Council’s Code of Conduct (may include more than one councillor if complaint relates to the same behaviour and same code of conduct contravention):
ITEM 4.3
PAGE 24 Model Code of Conduct - May 2016
ATTACHMENT [2]
Provisions of the Council’s Code of Conduct that you believe each councillor has contravened:
Date(s) of incident(s):
Location(s) of incident(s): DETAILS OF THE BEHAVIOUR OF EACH COUNCILLOR THAT CONSTITUTES THE ALLEGED CONTRAVENTION (FURTHER INFORMATION MAY BE ATTACHED)
WITNESSES (INCLUDE ANYONE WITH KNOWLEDGE OF WHAT HAPPENED)
ITEM 4.3
PAGE 25 Model Code of Conduct - May 2016
4.
ATTACHMENT [2]
HAVE YOU PREVIOUSLY MADE A CODE OF CONDUCT COMPLAINT ABOUT THIS MATTER? YES
NO
If yes, when did you make the complaint? 5.
DESIRED OUTCOME OF COMPLAINT
Please explain what you would like to happen as a result of lodging this complaint: 6.
PLEASE SIGN AND DATE
7.
SIGNATURE:
8. 9.
Date:
ITEM 4.3
PAGE 26 Report to Governance and Finance Committee meeting on 16 May 2016
4.4
CUSTOMER SERVICE CHARTER File: 21081 D417932
RELEVANCE TO COUNCIL’S PLANS & POLICIES Council’s Strategic Plan 2009-2030: Strategy 5.4.3
Manage customer requests and complaints with a view to continual improvement of service delivery
SUMMARY To present the revised Customer Service Charter to Council for adoption.
BACKGROUND Council’s Customer Service Charter was first adopted 5 June 2006 and is required to be reviewed at least once every two years in accordance with the Local Government Act. The Charter was last reviewed in January 2013 and is therefore overdue for review.
STATUTORY REQUIREMENTS Under Section 339F of the Local Government Act 1993, Council must have an adopted Customer Service Charter.
DISCUSSION In accordance with the Local Government Act 1993, the Customer Service Charter has been reviewed and updated (refer attachment). Minor changes have been made to version four, adopted in 2013, in particular:
Return your phone call has been changed from five working business days to three business days.
Replies to written/email/social media/webmaster have been combined into one category with a response time of ten working days.
All timeframes provide are a maximum response time and at all times Council will endeavour to respond sooner.
COMMUNITY ENGAGEMENT No Community Engagement was undertaken.
FINANCIAL IMPLICATIONS There are no financial implications for Council as a result of this report.
CONCLUSION Council’s Customer Service Charter aims to enhance customer satisfaction through the provision of timely, efficient, consistent and quality service. Council’s Customer Service Charter aims to enhance customer engagement through communicating Council’s service standards.
ATTACHMENTS 1.
Customer Service Charter - May 2016
ITEM 4.4
PAGE 27 Report to Governance and Finance Committee meeting on 16 May 2016
RECOMMENDATION That it be a recommendation to Council that the revised Customer Service Charter be adopted.
Author: Position:
Shane Crawford Executive Manager Corporate, Community & Business Services
Endorsed By: Position:
ITEM 4.4
Paul West General Manager
PAGE 28 Customer Service Charter - May 2016
ATTACHMENT [1]
CUSTOMER SERVICE CHARTER POLICY POLICY TYPE
POLICY ADOPTED (DATE)
MINUTE NUMBER
POLICY DOCUMENT NUMBER (TRIM):
Council
XXXXXX
24/13
D287653
DOCUMENT CONTROLLER
RESPONSIBLE MANAGER
STRATEGIC PLAN 2009-2030 (STRATEGY REFERENCE)
DATE OF NEXT REVIEW
Customer Services Coordinator
Executive Manager Corporate, Community & Business Service
5.4 – Council is recognised for its customer service ethos
May 2017
PURPOSE
SCOPE POLICY
The Customer Service Charter sets out Council’s service standards, and explains what customers can do if we have not delivered a service to that standard. It also provides Council officers with clear standards to adhere to, recognising that a strong customer focus is integral to our work. This policy applies to all Council Officers and customers of Council. 1. Who are our Customers: Our customers are any person or organisation that has dealings with Council. 2.
Our Commitment: Council is committed to engaging with our community, delivering customer focused services that: Are guided by our organisation’s values: continuous improvement, innovation, customer satisfaction, leadership, our people, results and accountability Are focused on our customer’s needs and preferences, as expressed through consultation and feedback; Ensure information, resources and services are accessible to all; Respect and protect your personal information and adhere to all legislative privacy requirements; Are delivered by skilled, motivated and courteous staff; A standard of presentation and performance which at all times reflects the high quality of service appropriate from Council.
3.
Helping Us to Help You: To assist in delivering our services we ask customers to: Provide accurate and complete information so we can respond appropriately to your enquiry; Respect the privacy, safety, needs and rights of other customers; Respect the community in which we live; Work with us to solve problems; Treat our Council officers with courtesy and respect; Provide us with feedback so we can deliver better services.
4.
What you can expect from Devonport City Council: At all times we will: Greet you in a polite and friendly manner, and identify ourselves; ITEM 4.4
PAGE 29 Customer Service Charter - May 2016
5.
ATTACHMENT [1]
Answer and return phone calls promptly; Serve you promptly at the front counter; Treat you courteously and with respect; Listen and respond to your concerns within service standards; Provide you with necessary and relevant information; Communicate clearly, and in plain language; Act on our commitments in a timely manner; Value your privacy by treating all personal information confidentially; Be punctual for meetings and appointments; Work with you to solve problems and refer you to an appropriate organisation if we are unable to meet your request.
Abusive Customers: Should you be personally abusive or use bad language, we will terminate the communication with you. If face to face, we may walk away. If by telephone, we may terminate the call. If in email, your address may be blocked. If we feel threatened by your inappropriate language or behaviour, the Police may be notified.
6.
Cessation of Contact: The General Manager may decide to limit or cease responses to you should you be abusive in your communication with us or if you do not accept that we have done all that we can to assist. A decision of this nature will be communicated to you in writing.
7.
Complaint Handling: Devonport City Council understands that you may be dissatisfied with a level or quality of service, or behaviour of an employee or agent. Complaints are different from requests for service. Many issues raised with Council are often referred to as ‘complaints’ when a customer contacts us. The actions we take to resolve many such ‘complaints’ are ‘requests for service’ and are an everyday part of Council’s role. These will be dealt with separately to the formal complaints management process. A complaint may be lodged verbally by phone, in person or in writing via a letter, form or email, or via our website. Complaints are dealt with by the Managers of the relevant area, who will try to resolve the complaint as quickly as possible. Whilst most complaints can be resolved quickly, there are times when detailed investigation is required. If it will take time, we will keep you informed of the progress of your complaint. If the complaint is of a particularly serious or complex matter or remains unresolved, then a complaint should be made in writing to the General Manager. Further details on how Council deal with complaints is outlined in our Complaints Handling Policy.
8.
Our Customer Service Standards: At all times Council will endeavour to meet the following standards: ITEM 4.4
PAGE 30 Customer Service Charter - May 2016
ATTACHMENT [1]
REQUESTED SERVICE
OUR STANDARD
Return your phone call
A response to your telephone message within 3 business days.
Reply to written/email/social media/ webmaster general requests for service or advice
Within 10 working days.
REQUESTED SERVICE
OUR STANDARD
Any Safety Matter issue reported
Immediately and up to 24 hours depending.
Complaint Resolution
Acknowledged initially and then every effort made to resolve the complaint and provide a response within 10 working days. If complex investigations are required the response we provide you may be delayed, but you will be kept informed of our progress and the relevant contact officer’s details.
Other requests, applications, duties etc with timeframes listed in legislation ie: Local Government Act 1993, Planning Scheme 2013, Food Act 2003, Building Act 2000, Monetary Penalties Enforcement Act 2005, Dog Control Act 2000 etc.
Any other requests or timeframes for service that is specified by legislation or Acts etc will be adhered to and where timeframes are not listed, responses will be within 10 days.
9.
LEGISLATION AND RELATED DOCUMENTS ATTACHMENT/S (IF APPLICABLE)
Evaluating and Improving our Performance: Council uses customer satisfaction surveys and community engagement to collect feedback from customers. Council also welcomes feedback at any time. Your feedback helps us monitor and improve our services. You can contact us in person, by phone, email or via our website. Local Government Act 1993 Personal Information Protection Act 2004 Right to information Act 2009 Council’s Complaint Handling Policy N/A
ITEM 4.4
PAGE 31 Report to Governance and Finance Committee meeting on 16 May 2016
4.5
ANNUAL LUNCHEON FOR 50+ YEAR RATEPAYERS File: 32084 D418206
RELEVANCE TO COUNCIL’S PLANS & POLICIES Council’s Strategic Plan 2009-2030: Strategy 4.7.2
Encourage and provide information and opportunities for active participation in community life
SUMMARY The purpose of this report is to enable Council to consider hosting an Annual Luncheon for Devonport ratepayers of 50 plus years.
BACKGROUND At its meeting held on 23 November 2015, Council determined as follows (Min ref 227/15 refers): “In relation to the motion passed at the Annual General Meeting, that Council advertise to seek expressions of interest from those ratepayers who have paid rates for 50 years plus to ascertain whether there is sufficient interest in such an event being organised.” This resolution followed a request from community member Douglas Janney who successfully moved a motion at the Annual General Meeting stating that “Council recognise the long term ratepayers (50 years +) of the community with an annual luncheon”.
STATUTORY REQUIREMENTS There are no statutory requirements that relate to this report.
DISCUSSION A review of rates information available on Council’s database could not provide a list of eligible 50 plus year ratepayers, and therefore Council instead elected to advertise for expressions of interest. Council received thirty four (34) expressions of interest from eligible ratepayers in attending an event. The ratepayer luncheon could be held during Seniors Week (October), enabling for it to be co-ordinated and promoted in conjunction with Council’s Seniors Week activities.
COMMUNITY ENGAGEMENT Council advertised for Expressions of Interest between November 2015 and March 2016 through The Advocate newspaper, Council Update newsletter, Your Devonport, Your City Online eNewsletter, Council’s website, Council’s Customer Service and Facebook page. Further advertising and promotion for a ratepayer luncheon could include the above mediums.
FINANCIAL IMPLICATIONS Council would need to make a budget allocation in the 2016/2017 budget for the luncheon.
ITEM 4.5
PAGE 32 Report to Governance and Finance Committee meeting on 16 May 2016
It is recommended that $3,500 be budgeted, based on a free luncheon for up to 100 eligible ratepayers, at a cost of $30 per head and an allocation of $500 towards the event marketing and promotion.
CONCLUSION There appears to be considerable level of community interest in relation to an Annual Luncheon for Devonport ratepayers of 50 plus years. Council could consider hosting an initial luncheon in October 2016, as part of its Seniors Week 2016 program, before assessing its success and whether to commit further funding in future years for an annual event. If Council does not support the conduct of an event the alternative to the recommendation provided may be: That it be recommended to Council that the report of the Media and Communication Officer regarding a ratepayer luncheon be received and noted and that Council determine not to proceed with the conduct of a luncheon at this time.
ATTACHMENTS Nil
RECOMMENDATION That it be recommended to Council that the report of the Media and Communication Officer regarding a ratepayer luncheon be received and noted and that Council: 1.
Agree to host a luncheon for eligible Devonport ratepayers as part of Council’s Seniors Week 2016 program.
2.
Allocate $3,500 in the 2016/2017 budget towards the event and its promotion.
Author: Position:
Karina Moore Media & Communication Officer
Endorsed By: Position:
ITEM 4.5
Paul West General Manager
PAGE 33 Report to Governance and Finance Committee meeting on 16 May 2016
4.6
TARGETED REVIEW OF CONSULTATION PAPER
THE
LOCAL
GOVERNMENT
ACT
-
File: 18760 D419004
RELEVANCE TO COUNCIL’S PLANS & POLICIES Council’s Strategic Plan 2009-2030: Strategy 5.1.1
Promote open communication and cooperation with local and state governments in regional initiatives
SUMMARY This report is provided to assist Council in its consideration of the recently released Discussion Paper relating to the Targeted Review of the Local Government Act 1993. Feedback is to be provided by 10 June 2016.
BACKGROUND The Minister for Planning and Local Government, Hon Peter Gutwein MP has released the Discussion Paper of the Review. His foreword in the paper indicates that ‘local government plays an important role in providing infrastructure and services for healthy, safe and vibrant communities’. He states that ‘the Tasmanian Government is committed to improving the efficiency and effectiveness of local government to reduce costs to ratepayers and to make Tasmania the best place in the country to live, work, invest and raise a family’. The Minister indicates that ‘the Local Government Act 1993 provides a sound framework for supporting councils to effectively govern themselves. I am not intending to throw out the Act, rather my intention is to keep what is working and fix what isn’t. There is a heightened level of community concern over how some councils are managing their affairs, with how and why councils make decisions currently under the microscope’. The review has the following objectives:
improve governance in local government and make the Act less prescriptive where possible;
clarify certain functions and powers of statutory bodies, councillors and general managers within the Act; and
ensure fair and transparent local government elections.
STATUTORY REQUIREMENTS The Local Government Act 1993 is the primary legislation which governs the way in which councils are constituted and operate.
DISCUSSION The Discussion Paper (refer attachment) outlines the issues that are the prime subjects of this Review. It provides an outline of the current situation, what is happening elsewhere and a number of opportunities for change. In total there are 40 questions posed in the Discussion Paper under the following headings:
ITEM 4.6
PAGE 34 Report to Governance and Finance Committee meeting on 16 May 2016
The people who lead and serve our community
What is the role of the mayor?
What is the role of the deputy mayor?
What is the role of an individual councillor?
How is the general manager appointed and managed?
What is the role of the general manager?
Monitoring how effectively councils serve our community
What is the difference between the Local Government Board and a Board of Inquiry?
What is the role of the Director of Local Government?
What is the role and process of the Code of Conduct Panel?
Are there any other potential outcomes for breaching the Act?
How is the financial performance of councils monitored?
Fair and transparent local government elections
Who can vote in local government elections?
How much can electoral candidates spend on advertising?
Can candidates receive donations for an election campaign?
Is electoral campaign advertising regulated?
Regional Bodies Reducing Red Tape It would appear that the ‘Targeted Review’ is in part being driven by some current issues within the local government sector particularly around the relationship between mayors, councillors and general managers. At present there are two Boards of Inquiry’s being conducted in the south of the State which have a heavy focus on the relationships within the respective councils. In a well-functioning Council a number of the items included within the Discussion Paper are not an issue. Unfortunately, it would appear that due to issues in some individual councils’ all others are likely to have further prescription applied to them for very little if any benefit. The following table outlines the questions in each of the areas as listed above. It also provides some commentary for consideration by Aldermen for inclusion in any response provided to the Discussion Paper. In particular questions 8, 10, 12, 21 & 35 have no comments provided. It would be appropriate for some direction from Council on the responses to be provided for these particular questions. No.
Question
Comments
1
What should the leadership role of the There is nothing wrong with the current mayor include? requirements of the Act in relation to the role of the mayor. To legislate to further define the role of the mayor is not necessarily going to provide for better outcomes. The more the role of Mayor is legislated the greater potential for there to be disharmony within a council – particularly where there are strong personalities involved. ITEM 4.6
PAGE 35 Report to Governance and Finance Committee meeting on 16 May 2016
No.
Question
Comments
2
What should the requirement for the Any professional working relationship mayor to liaise with the general requires the two parties to communicate manager include? and work together. Once again legislating to fix current issues will likely lead to future issues that are not covered - particularly where there are strong personalities involved. The current provisions in the Act make it clear that the mayor and the general manager need to work together making it more prescriptive is not going to solve the problem.
3
Should mayors be required to undertake induction and training, particularly in the development of leadership skills?
Mayors are elected by popular vote in Tasmania. It is the community who determines who it wants to be in this leadership role. Requiring under legislation that mayors (both new and returning) undertake leadership training will not necessarily solve personality issues. Previously the Act required that to be eligible to stand for the position of Mayor a candidate needed to have served a minimum period as a councillor. The Act was changed in 2014 which removed the pre-qualification. The State Government drove this change which was not generally supported by local government.
4
Should mayors be given a casting vote when decisions are tied, so that tied decisions are not automatically determined in the negative?
No - the current system is supported whereby all councillors are entitled to one vote. In circumstances where there is a tied vote it is appropriate that the motion is lost.
5
Should the provisions requiring a person to be both a mayor and councillor candidate remain?
Yes - to limit the ability for a person to be only a mayoral or councillor candidate would likely be counterproductive and result in some people choosing not to stand for elected positions.
6
What should the role of deputy mayor The role of the deputy mayor is to support include? the mayor and also act in the mayoral role when required.
7
Should the deputy mayor be The current system appears to work and appointed by the council rather than therefore it is questioned why change it. popularly elected?
8
How should mayors fulfil their role of overseeing councillors in the performance of their functions?
ITEM 4.6
PAGE 36 Report to Governance and Finance Committee meeting on 16 May 2016
No.
Question
Comments
9
What protocols should councils develop to guide interactions between council staff and councillors?
The protocols are based on particular circumstances. The general manager is responsible for the staffing activities of a council. If there is a need for protocols to guide interactions between council staff and councillors these should be developed consultatively between the council and general manager.
10
Should elected members be required to participate in induction and professional development programs and, if so, what sort of training should they do?
11
What role should mayors have in relation to the appointment and performance appraisal of general managers?
The current arrangement would generally see the mayor in a lead role in relation to the appointment and performance appraisal of the general manager. See no reason why this needs to be legislated.
12
Should the Act include principles for the selection, reappointment and performance appraisal of general managers?
No – the general managers role is a contract position and any detail regarding these matters should be covered in the contract of employment.
13
What should the requirement for Another area that does not need to be general managers to liaise with legislated. This is about relationships and mayors include? just including a legislative requirement for liaison is not going to fix problems where there is a personality conflict or a breakdown in a working relationship.
14
What level of information should be In a well-functioning Council this is not an provided to the council by the issue. Information is readily provided to general manager? council to assist in the decision making processes.
15
Is a council’s organisational structure a strategic or operational matter?
The organisational structure is an operational matter. In a well-functioning Council an understanding of the organisational structure and any changes to it should be already in place.
16
Should the strategic matters that are the responsibility of the council and the operational matters that are the responsibility of the general manager be clarified?
The Act already outlines this in a broad sense. To further legislate opens up questions on what happens when something is not clarified or clear.
ITEM 4.6
PAGE 37 Report to Governance and Finance Committee meeting on 16 May 2016
No.
Question
Comments
17
Is it necessary to have two separate These are two distinct roles and it would be bodies to perform the functions of best if they remain separate under the Act. conducting strategic reviews of and investigations into councils, or should the two be combined?
18
Can the processes for a Local The investigative powers of a Board of Government Board review or Board of Inquiry should be strengthened and clarified Inquiry investigation be improved? to ensure that any inquiry can proceed without questioning of process and procedure.
19
Are the potential outcomes of a review or inquiry sufficient? Or should the Act provide additional potential outcomes following an inquiry or review, such as the suspension or dismissal of an individual councillors?
A review of the Act to allow for additional outcomes following an inquiry or review should be considered. Where dysfunction within a council can clearly be attributed to an individual councillor it is reasonable that the Minister be given the power to specifically deal with that person (including suspension or dismissal) rather than penalising all councillors.
20
Should the Director of Local Government have the power to summons councillors and council staff as part of his/her investigation?
It would be reasonable for the Director to be provided with a power to summons councillors or the general manager as part of an investigation process.
21
Does the Director of Local Government have sufficient power to enable him/her to support councils and councillors to practice good governance and comply with the Act (especially following and investigation)?
22
Should the Act contain a mechanism to dismiss a council and/or individual councillor following an investigation by the Director of Local Government?
23
Should the Act provide a mechanism Yes for more rapid intervention (such as a performance improvement order) in the instance where it is evident a council and/or individual councillor’s performance is significantly impacting on the governance of the council and/or the service provided to the community?
No – the only avenue that should be available is for the Minister to dismiss on the recommendation of a Board of Inquiry. The Minister should be able to suspend a council on the recommendation of the Director at the same time as appointing a Board of Inquiry.
ITEM 4.6
PAGE 38 Report to Governance and Finance Committee meeting on 16 May 2016
No.
Question
Comments
24
Does the Act provide sufficient powers No to suspend or dismiss an individual councillor for breaches of the Act?
25
Do the penalty provisions in the Act There is potential for this area to be need to be both increased and reviewed to allow some further strengthing broadened to include other important of the provisions within the Act. sections of the Act?
26
Should councils be required to report to the Minister on the actions taken in response to the Auditor-General’s findings on their financial statements?
27
Does the Act provide for best practice The Act requires councils to comply with in relation to keeping record of and Australian Accounting Standards. No reporting financial activities and further prescription is required. transactions?
28
Has recent reform of Part 7 The current provisions are consistent with (Administration) and Part 8 (Financial contemporary financial management and Management) of the Act achieved no further amendments are suggested. the desired outcomes in relation to financial management and reporting?
29
Should the general manager’s roll be There is scope for the general manager’s retained in its current form, amended roll to be reviewed. Its preservation is or abolished? supported however the eligibility for inclusion on the roll requires clarification.
30
If it is retained, should the general Yes manager’s roll be amended so it includes only Australian citizens or permanent residents living in the municipality, no non-permanent residents?
31
If it is retained, should the general Yes manager’s roll continue to include people who own or occupy a property in the municipality or are the nominee of a corporate body in the municipality?
32
If the general manager’s role is No retained, should it be amended so a person cannot vote in their own right as well as on behalf of a corporate body in a single municipality?
No – the reporting should be to the Auditor General. The Minister is currently provided with a copy of any report to the council by the Auditor-General which includes any follow up actions required.
ITEM 4.6
PAGE 39 Report to Governance and Finance Committee meeting on 16 May 2016
No.
Question
Comments
33
If the general manager’s roll is No – people who live in one area but own retained, should it be amended so a property in another should have the ability person may only vote in one to vote in both council areas. municipality, rather than in any municipality where they own or occupy a property?
34
Should electoral campaign There is potential for this to be reviewed to advertising expenditure limits be allow for an increase. Some form of abolished, retained or increased? indexation to the limits would also be appropriate.
35
Should there be restrictions on the donations local government electoral candidates are permitted to receive? If so, what should the restrictions include?
36
Should local government electoral Yes candidates disclose who they receive election campaign donations from and the monetary value of the donations?
37
If candidates are required to disclose Yes donations received, should there still be limits on campaign advertising expenditure?
38
Should online electoral campaign Yes advertising be included in the existing advertising regulations?
39
Should internet advertising be If it is paid advertising it should be included included in the expenditure limit (if in the same way as other advertising there is a limit)? disclosures.
40
Should an electoral candidate be Only if the other candidate’s permission has able to name another candidate in been provided. campaign advertising?
COMMUNITY ENGAGEMENT The Minister for Planning and Local Government has released the Discussion Paper for consultation purposes. Any member of the community is entitled to participate in the review by providing a submission prior to the closing date of 10 June 2016.
FINANCIAL IMPLICATIONS There are no financial implications in respect to the contents of this report. Any changes to the Act that may occur as a result of the review may have minor financial impacts on Council in the longer term.
RISK IMPLICATIONS No risks have been identified. ITEM 4.6
PAGE 40 Report to Governance and Finance Committee meeting on 16 May 2016
CONCLUSION A targeted review of the Local Government Act 1993 is currently underway. This is an opportunity for Council to provide a response to the review. Suggested comments are merely that and can be altered or changed at the direction of Council.
ATTACHMENTS 1.
Targeted review of the Local Government Act - Discussion Paper for Consultation
RECOMMENDATION That it be recommended to Council that the report of the General Manager relating to the targeted review of the Local Government Act 1993 be received and noted and that Council provide a response in line with the contents of this report and the discussion at the Governance and Finance Committee meeting.
Author: Position:
Paul West General Manager
ITEM 4.6
PAGE 41 Targeted review of the Local Government Act - Discussion Paper for Consultation
ITEM 4.6
ATTACHMENT [1]
PAGE 42 Targeted review of the Local Government Act - Discussion Paper for Consultation
ITEM 4.6
ATTACHMENT [1]
PAGE 43 Targeted review of the Local Government Act - Discussion Paper for Consultation
ITEM 4.6
ATTACHMENT [1]
PAGE 44 Targeted review of the Local Government Act - Discussion Paper for Consultation
ITEM 4.6
ATTACHMENT [1]
PAGE 45 Targeted review of the Local Government Act - Discussion Paper for Consultation
ITEM 4.6
ATTACHMENT [1]
PAGE 46 Targeted review of the Local Government Act - Discussion Paper for Consultation
ITEM 4.6
ATTACHMENT [1]
PAGE 47 Targeted review of the Local Government Act - Discussion Paper for Consultation
ITEM 4.6
ATTACHMENT [1]
PAGE 48 Targeted review of the Local Government Act - Discussion Paper for Consultation
ITEM 4.6
ATTACHMENT [1]
PAGE 49 Targeted review of the Local Government Act - Discussion Paper for Consultation
ITEM 4.6
ATTACHMENT [1]
PAGE 50 Targeted review of the Local Government Act - Discussion Paper for Consultation
ITEM 4.6
ATTACHMENT [1]
PAGE 51 Targeted review of the Local Government Act - Discussion Paper for Consultation
ITEM 4.6
ATTACHMENT [1]
PAGE 52 Targeted review of the Local Government Act - Discussion Paper for Consultation
ITEM 4.6
ATTACHMENT [1]
PAGE 53 Targeted review of the Local Government Act - Discussion Paper for Consultation
ITEM 4.6
ATTACHMENT [1]
PAGE 54 Targeted review of the Local Government Act - Discussion Paper for Consultation
ITEM 4.6
ATTACHMENT [1]
PAGE 55 Targeted review of the Local Government Act - Discussion Paper for Consultation
ITEM 4.6
ATTACHMENT [1]
PAGE 56 Targeted review of the Local Government Act - Discussion Paper for Consultation
ITEM 4.6
ATTACHMENT [1]
PAGE 57 Targeted review of the Local Government Act - Discussion Paper for Consultation
ITEM 4.6
ATTACHMENT [1]
PAGE 58 Targeted review of the Local Government Act - Discussion Paper for Consultation
ITEM 4.6
ATTACHMENT [1]
PAGE 59 Targeted review of the Local Government Act - Discussion Paper for Consultation
ITEM 4.6
ATTACHMENT [1]
PAGE 60 Targeted review of the Local Government Act - Discussion Paper for Consultation
ITEM 4.6
ATTACHMENT [1]
PAGE 61 Targeted review of the Local Government Act - Discussion Paper for Consultation
ITEM 4.6
ATTACHMENT [1]
PAGE 62 Targeted review of the Local Government Act - Discussion Paper for Consultation
ITEM 4.6
ATTACHMENT [1]
PAGE 63 Targeted review of the Local Government Act - Discussion Paper for Consultation
ITEM 4.6
ATTACHMENT [1]
PAGE 64 Targeted review of the Local Government Act - Discussion Paper for Consultation
ITEM 4.6
ATTACHMENT [1]
PAGE 65 Targeted review of the Local Government Act - Discussion Paper for Consultation
ITEM 4.6
ATTACHMENT [1]
PAGE 66 Targeted review of the Local Government Act - Discussion Paper for Consultation
ITEM 4.6
ATTACHMENT [1]
PAGE 67 Targeted review of the Local Government Act - Discussion Paper for Consultation
ITEM 4.6
ATTACHMENT [1]
PAGE 68 Targeted review of the Local Government Act - Discussion Paper for Consultation
ITEM 4.6
ATTACHMENT [1]
PAGE 69 Targeted review of the Local Government Act - Discussion Paper for Consultation
ITEM 4.6
ATTACHMENT [1]
PAGE 70 Targeted review of the Local Government Act - Discussion Paper for Consultation
ITEM 4.6
ATTACHMENT [1]
PAGE 71 Targeted review of the Local Government Act - Discussion Paper for Consultation
ITEM 4.6
ATTACHMENT [1]
PAGE 72 Targeted review of the Local Government Act - Discussion Paper for Consultation
ITEM 4.6
ATTACHMENT [1]
PAGE 73 Targeted review of the Local Government Act - Discussion Paper for Consultation
ITEM 4.6
ATTACHMENT [1]
PAGE 74 Targeted review of the Local Government Act - Discussion Paper for Consultation
ITEM 4.6
ATTACHMENT [1]
PAGE 75 Targeted review of the Local Government Act - Discussion Paper for Consultation
ITEM 4.6
ATTACHMENT [1]
PAGE 76 Targeted review of the Local Government Act - Discussion Paper for Consultation
ITEM 4.6
ATTACHMENT [1]
PAGE 77 Targeted review of the Local Government Act - Discussion Paper for Consultation
ITEM 4.6
ATTACHMENT [1]
PAGE 78 Targeted review of the Local Government Act - Discussion Paper for Consultation
ITEM 4.6
ATTACHMENT [1]
PAGE 79 Targeted review of the Local Government Act - Discussion Paper for Consultation
ITEM 4.6
ATTACHMENT [1]
PAGE 80 Targeted review of the Local Government Act - Discussion Paper for Consultation
ITEM 4.6
ATTACHMENT [1]
PAGE 81 Targeted review of the Local Government Act - Discussion Paper for Consultation
ITEM 4.6
ATTACHMENT [1]
PAGE 82 Report to Governance and Finance Committee meeting on 16 May 2016
4.7
FINANCE REPORT FOR APRIL 2016 File: 26544 D419069
RELEVANCE TO COUNCIL’S PLANS & POLICIES Council’s Strategic Plan 2009-2030: Strategy 5.5.1
Provide financial services to support Council's operations and meet reporting and accountability requirements
SUMMARY To report the details of Council’s financial position and operational outcomes against budget for the current financial year.
BACKGROUND Monthly financial reports are provided to Council for information.
STATUTORY REQUIREMENTS No statutory requirements relate directly to this report.
DISCUSSION The attached report provides an overview of Council’s financial position and year to date operating result as of 30 April 2016. Included in the report are the following: Financial Summary – This report provides an overview of Council’s Operational and Capital Income and Expenditure, along with details on cash position and Debtors information for the reporting period. Summarised Operating Report – This report provides a summary of operational income and expenditure for the period to date compared to both the YTD Budget and Annual Budget. Financial Charts – These charts provide a visual representation of year to date Income and Expenditure compared to budget and prior year, plus a Capital Expenditure chart which demonstrates the progress of the current year capital plan against budget and prior year capital plan information for reference. Balance Sheet Report – This report provides a snapshot of Council’s financial position at the end of the reporting period. Capital Expenditure Report – This report provides a list of all approved capital expenditure projects with their allocated budget, YTD expenditure and forecast expenditure including commentary in relation to budget variances, as well as whole of project budget and cost for those projects which span more than one financial year.
COMMUNITY ENGAGEMENT No community engagement was required for this report.
FINANCIAL IMPLICATIONS This report presents Council’s operating result and financial position and is provided for information purposes.
ITEM 4.7
PAGE 83 Report to Governance and Finance Committee meeting on 16 May 2016
RISK IMPLICATIONS
Financial Inaccurate financial information could lead to poor financial decision making.
CONCLUSION The monthly financial report provides an overview of Council’s operating result and financial position at the end of the reporting period.
ATTACHMENTS 1.
Council Meeting - Attachment 1 - Finance Report - Apr 2016
2.
Council Meeting - Attachment 2 - Capital Works - Apr 2016
RECOMMENDATION That it be recommended to Council that the Finance Report for April 2016 be received and noted.
Author: Position:
Rodney O’Rourke Accountant
Endorsed By: Position:
ITEM 4.7
Kym Peebles Executive Manager Performance
Organisational
PAGE 84 Council Meeting - Attachment 1 - Finance Report - Apr 2016
ATTACHMENT [1]
FINANCIAL SUMMARY
YTD to April 2016
Operating Summary
YTD Budget
Revenue Expenditure Operating Position
Capital Expenditure Summary
Actual 35,859,068 29,622,016
38,276,960 37,936,432
38,077,581 37,186,922
4,533,136
6,237,052
340,528
890,659
Actual
14,771,168
8,799,479
Current Forecast 13,538,151
Cash Information April 2016 Operating Account (Reconciled balance) Interest-Earning Deposits
Debtor Information April 2016 Rates Debtors Infringement Debtors Sundry Debtors Planning & Health Debtors
June 2015
Rates Debtors Ageing
2,366,960 138,069 419,680 9,541
93,077 89,231 520,267 9,981
2,934,249
712,557
Current Forecast
35,669,154 31,136,018
Annual Budget
Capital Expenditure
Annual Budget
2014/2015 - Current 2013/2014 - 1 Year 2012/2013 - 2 Years 2011/2012 - 3 Years 2010/2011 - Older
June 2015
61,692 20,999,698
1,174,633 17,262,931
21,061,389
18,437,565
April 2016 2,151,921 101,396 45,869 8,345 59,428
% of Annual Rates 8.1%
2,366,960
Cash Investment Information Actual Rate ANZ Cash Deposits - At Call CBA Cash Deposits - At Call Credit Union of Australia - Term Deposit
2.50% 1.40% 3.08% 180 days maturing 30/8/2016
April 2016 16,997,834 1,864 4,000,000 20,999,698
All cash investments are invested in compliance with Council's Investment Policy. Benchmarks: BBSW90 Day Index RBA Cash Rate
2.09% 2.00%
Commentary This report provides a high level summary of operational income and expenditure, capital expenditure and the cash and receivables position as at the date of the report.
ITEM 4.7
PAGE 85 Council Meeting - Attachment 1 - Finance Report - Apr 2016
ATTACHMENT [1]
SUMMARISED OPERATING REPORT YTD Budget
YTD to April 2016 YTD Variance $ %
Actual
Full Budget 2016
INCOME Rates and Service Charges
Note 26,357,012
26,428,302
Fees and User Charges
5,183,924
5,486,465
302,541
Grants - Operating
1,808,196
1,025,235
(782,961)
2,083
40,061
37,977
1,077,000
1,208,733 143,225
Contributions - Operating Dividend Income Profit Sharing
-
71,290
0.3%
26,384,012
5.8%
6,194,852
-43.3%
2,335,621
1822.9%
2,500
131,733
12.2%
1,878,000
143,225
#DIV/0!
-
Interest Income
318,000
471,860
153,860
48.4%
378,000
Other Revenue
922,939
1,055,187
132,248
14.3%
1,103,975
35,669,154
35,859,068
189,913
0.5%
38,276,960
TOTAL INCOME
P O O P P O P P
1 2
3
EXPENSES Employee Benefits
10,111,800
9,486,685
625,115
6.2%
12,013,523
Materials and Services
9,938,579
9,249,412
689,167
6.9%
12,383,399
Depreciation
7,343,833
7,233,247
110,586
1.5%
8,812,600
Financial Costs Levies & Taxes Other Expenses Internal Charges and Recoveries
TOTAL EXPENSES
797,752
789,701
8,051
1.0%
1,166,629
2,520,449
2,519,049
1,400
0.1%
3,127,182
916,576
733,906
182,670
19.9%
1,022,025
(492,971)
(389,985)
(102,986)
20.9%
(588,927)
31,136,018
29,622,016
1,514,002
4.9%
37,936,432
4,533,136
6,237,052
1,703,915
37.6%
340,528
Grants - Capital
983,868
1,172,267
188,399
19.1%
1,018,868
Contributions - Capital
155,500
1,748,217
1,592,717
1024.3%
300,000
NET OPERATING SURPLUS / (DEFICIT)
O O P P P P P
4 5
CAPITAL ITEMS
Gain / Loss on Disposal of Assets
(285,000)
Change in Value of Investment in Water Corporation
TOTAL CAPITAL ITEMS NET SURPLUS / (DEFICIT) Own Source Revenue:
(330,473)
-
-
(45,473)
16.0%
(380,000)
-
0.0%
105,000
854,368
2,590,011
1,735,643
203.1%
1,043,868
5,387,504
8,827,062
3,439,558
63.8%
1,384,396
94.9%
97.0%
Indicator: Variance is less than 10% and/or $250000 threshold from budget and requires explanation Variance is greater than 10% and/or $250000 threshold from budget and requires explanation
P O P P
6
93.9%
P O
Note Commentary 1 Fees and user charges are ahead of budget due to above budget parking income, transfer station waste fees, sale of goods (VIC, PW & DECC), planning fees, cemetary fees, property leases and DECC show income, these gains were partially offset by below budget parking infringement income and lower than expected revenue from the Jazz festival. Forecast adjustments of $180K have been made. 2 The unfavourable variation in operating grant income relates to the advance payment made in June 2015 of two instalments of the 2015/16 financial assistance grant of $981K. A forecast adjustment of $981K has been made. In addition, a $40K grant to fund a Tiagarra feasibility study will no longer proceed, a $40K forecast adjustment has been made to reflect this. 3 The favourable variation relates to 50% share of profit from Belgravia Leisure relating to the 2014/15 trading period of Splash Aquatic and Leisure Centre. A $143K forecast adjustment has been made. 4 Expenditure on employee benefits is below budget, the favourable variation consists of: direct employee costs $369K, employee related costs (training, w/comp & payroll tax) $193K, superannuation $42K and leave entitlements $21K. The variation can be attributed somewhat to unfilled vacancies as the budget for employee costs was based on 152.1 FTE's whereas the actual YTD figure as at 15/4/2016 totalled 146.1 FTE's. At this stage a $341K forecast adjustment has been made. 5 Expenditure on materials and services is currently less than budget particularly in the areas of: consultants $398K, general expenses $313K, Plant expenses $79K and advertising/printing $71K. These gains were partially offset by above budget contract expenditure in the maintenance cost centres of urban roads, aquatic centre and the transfer station. A feasibility study in relation to Tiagarra will no longer proceed resulting in savings in consulting expenditure of $40K. Overall, forecast adjustments of $240K in gains have been made. 6 Contributions capital relates to road and stormwater asset donations made to Council as a result of new subdivision developments including Tugrah Road, Tatiana Close, Brooke Street and Woodrising Avenue.
ITEM 4.7
PAGE 86 Council Meeting - Attachment 1 - Finance Report - Apr 2016
ATTACHMENT [1]
FINANCIAL CHARTS
Year to Date to end of April 2016
Income Analysis 30,000,000 25,000,000
$ Income
20,000,000
15,000,000 10,000,000 5,000,000 -
Rates & Utility Charges
Fees & Charges
Grants
Contributions
Other Income
40,061
Dividends and Other Investment Income 1,823,818
2016 YTD
26,428,302
5,486,465
1,025,235
Bud YTD
26,357,012
5,183,924
1,808,196
2,083
1,395,000
2015 YTD
26,321,810
5,520,623
1,774,728
922,939
35,136
1,696,272
984,355
1,055,187
Expenditure Analysis 12,000,000 10,000,000
$ Expenditure
8,000,000 6,000,000 4,000,000 2,000,000 (2,000,000)
Materials & Services 9,249,412
Depreciation
Finance Costs
Levies & Taxes
2016 YTD
Employee Benefits 9,486,685
Other Expenses 733,906
Internal Charges (389,985)
7,233,247
789,701
2,519,049
Bud YTD
10,111,800
9,938,579
7,343,833
797,752
2015 YTD
9,396,592
9,024,135
7,240,243
786,743
2,520,449
916,576
(492,971)
2,087,601
1,035,167
(510,997)
Capital Expenditure - $'000 $16,000
Accumulated Expenditure - $'000
$14,000 $12,000 $10,000 $8,000 $6,000 $4,000 $2,000 $0 2016 Budget - Cumulative
2016 Actual
Jul
Aug
Sep
Oct
Nov
Dec
Jan
Feb
Mar
110
636
1,374
2,918
4,289
5,613
6,619
7,548
9,077
Apr
May
Jun
10,484 11,980 14,771
110
1,344
2,325
2,989
4,213
5,755
6,297
7,082
8,185
8,799
1,266
3,293
5,002
5,771
6,099
8,192
8,580
9,216
9,967
10,211
2016 Forecast
110
636
1,374
2,918
4,289
5,613
6,619
7,548
9,077
10,484 12,000 13,538
2015 Actual
30
91
297
749
903
1,382
1,596
2,246
3,044
4,122
2016 Actual including commitments
ITEM 4.7
5,570
7,216
PAGE 87 Council Meeting - Attachment 1 - Finance Report - Apr 2016
ATTACHMENT [1]
BALANCE SHEET REPORT
As at April 2016 30 Apr 2016
30 Jun 2015
61,692 192,767 20,999,698 2,366,960 138,069 419,680 9,541 10,098 17,444 71,935 24,287,882
1,174,633 220,483 17,262,931 93,077 89,231 520,267 9,981 269,224 92,539 134,691 19,867,059
3,849,087 84,230,566 669,169,954 (257,282,891) 8,760,809 508,727,525
3,849,087 84,230,566 667,173,148 (252,243,518) 2,679,583 505,688,866
533,015,408
525,555,925
999,183 755,665 210,650 984,520 907,198 1,061,659 4,918,874
227,344 2,092,478 214,990 984,520 1,009,700 1,068,293 5,597,325
Loans - Non-Current Long Service Leave - Non-Current
19,818,228 525,103 20,343,332
20,507,357 525,103 21,032,460
Total Liabilities
25,262,205
26,629,784
507,753,202
498,926,140
295,400,859 1,415,182 7,833,662 194,276,437 6,237,052 2,590,011
295,400,859 1,415,182 7,833,662 186,468,521 3,703,422 4,104,494
Total Equity
507,753,202
498,926,140
Current Ratio:
4.94
3.55
Current Assets Cash at Bank and On Hand Trust Deposits Cash Investments Receivables - Rates and Utility Charges Receivables - Infringements Receivables - Sundry Receivables - Planning & Health Loans Receivable - Current Accrued Revenue Prepayments Net GST Receivable
Non Current Assets Loans Receivable - Non-Current Dulverton Regional Waste Management Authority TasWater Property, Plant & Equipment Accumulated Depreciation - PP&E Capital Work in Progress
Total Assets Current Liabilities Trade Creditors Accruals Trust Liability Loans - Current Annual Leave Long Service Leave - Current
Non Current Liabilities
Net Assets Equity Asset Revaluation Reserve Asset Revaluation Reserve - Associates Other Reserves Accumulated Surplus Operating Surplus / (Deficit) Capital Surplus / (Deficit)
The Current ratio indicates Council's ability to pay its debts as and when they become due. A ratio of one or higher is required for the entity to remain solvent.
ITEM 4.7
PAGE 88 Council Meeting - Attachment 2 - Capital Works - Apr 2016
ATTACHMENT [2] Devonport City Council Capital Works Income & Expenditure Report 30 April 2016
Annual Budget $
Income 2015/16 Additional Funds Carried forward & Total Budget adjustments Available $ $
Expenditure 2015/16 External Funding $
Forecast $
Balance
Total Commitments Expenditure $ $
Actual $
Remaining Funds $
Performance Measures
Works Start Month
Works % Completion Budget Month Spent
Comments
Summary Open Space & Recreation Facilities Stormwater Transport Living City Plant & Fleet Other Equipment Total Capital Works
1,296,500 360,000 739,000 4,653,000 2,496,000 590,700 415,000 10,550,200
668,091 23,418 130,246 3,341,822 42,391 15,000 4,220,968
1,964,591 383,418 739,000 4,783,246 5,837,822 633,091 430,000 14,771,168
11,000 30,000 1,437,888 1,478,888
1,833,243 261,212 596,500 5,070,283 4,737,822 609,091 430,000 13,538,151
1,215,799 12,878 314,598 3,348,019 3,523,049 185,368 199,770 8,799,479
302,784 136,547 646,377 56,895 236,846 32,497 1,411,947
1,518,583 149,425 314,598 3,994,396 3,579,944 422,214 232,266 10,211,426
446,008 233,993 424,402 980,803 2,257,878 210,877 197,734 4,751,695
Open Space & Recreation CB0050
CEEP - Energy Efficiency Funding
CP0106
Mersey Vale Memorial Garden CP0106
CP0098
Meercroft Park - reserve car park
CP0099 CP0107
Mersey Vale - MBS stage 1 Victoria Parade - Sea Wall Height Extension - South of Jock Littler Pavilion Devonport Rec Centre & EDRC - Additional CCTV Installation Devonport Oval - Cricket Club Roof Replacement Picnic Table & Bench Seating Renewal Pioneer Park - New Toilets & Parenting Facilities Devonport Oval - Facilities Plan Actions
CP0108 CP0109 CP0110 CP0111 CP0112
23,207
23,207
26,469
26,469
-
26,469
(3,262)
completed
completed
192,358
192,358
185,000
153,774
3,425
157,199
35,159
completed
completed
82,087
82,087
115,861
13,336
97,161
110,497
(28,410)
Mar 2016
May 2016
967,266 20,000
967,266 20,000
988,000 13,000
779,772 12,894
184,671 -
964,443 12,894
CF completed
May 2016 completed
8,000 42,000 30,000 160,000 700,000
8,000 42,000 30,000 160,000 32,500
8,700 35,000 30,000 130,000 32,500
8,667 34,346 4,575 13,353 11,740
4,050 13,331
8,667 34,346 4,575 17,403 25,071
(667) 7,654 25,425 142,597 7,429
completed completed Dec 2015 Feb 2016 Jan 2016
completed completed May 2015 Jun 2016 June 2016
2,184
2,184
-
2,184
32,816
Jan 2016
CF
40,000 6,300 36,000
7,624 6,289 16,072
-
7,624 6,289 16,072
32,376 1,711 19,928
Feb 2016 completed NA
May 2016 completed NA
completed
completed
Mar 2016 Oct 2015
May 2016 CF
TBA Apr 2016 Apr 2016 completed
TBA May 2016 Jun 2016 completed
TBA Mar 2016
TBA May 2016
TBA Mar 2016 Feb 2016
TBA May 2016 Jun 2016
(667,500)
CP0113
Path Renewal Don Reserve - West of Don College between train crossings 50m
35,000
35,000
CP0114 CP0115 CP0116
Path Renewal Don Reserve -South of Aquatic Centre 60m Devonport Rec Centre - PA System Upgrade Devonport Oval Practice Wicket Upgrade
40,000 8,000 36,000
40,000 8,000 36,000
CP0117
Surf Club Training Room
17,500
CP0118 CP0119
Streetscape Tree Protection - Best Street Tree Guards Rooke Street Mall Play Equipment
22,000 50,000
CP0120 CP0121 CP0122 CP0123
Sister Cities - 20 year Anniversary , Commemorative Seat Julie Burgess Interpretive & Information Signage at RHP Signage Strategy - Actions TBA Aquatic Centre Waterslide Fibreglass Flume Renewal
3,000 10,000 25,000 90,000
Total Open Space & Recreation
1,296,500
59,081
11,592
11,000
17,500
17,535
17,535
-
17,535
22,000 109,081
22,000 1,100
13,787 1,068
146 -
13,933 1,068
3,000 10,000 36,592 90,000
5,000 10,000 36,592 92,002
94 169 50 92,002
-
94 169 50 92,002
1,833,243
1,215,799
302,784
1,518,583
81,092
1,144
79,948
81,092
11,000
2,823 7,106
(35) 8,067 108,013 2,906 9,831 36,542 (2,002)
668,091
1,964,591
23,418 80,000
23,418 80,000
446,008
60,000 60,000 160,000
60,000 60,000 160,000
30,000
120 60,000 120,000
120 2,604 9,010
54,999 1,600
120 57,603 10,610
59,880 2,397 149,390
23,418
383,418
30,000
261,212
12,878
136,547
149,425
233,993
-
85,000 30,000 21,000 275,000 45,000 50,000 35,000 18,000 25,000 50,000 105,000 739,000
-
41,500 34,000 15,500 220,000 24,000 50,000 35,000 18,000 14,500 50,000 94,000 596,500
41,423 33,740 15,221 8,010 23,928 49,046 1,547 1,899 14,410 31,923 93,452 314,598
41,423 33,740 15,221 8,010 23,928 49,046 1,547 1,899 14,410 31,923 93,452 314,598
43,577 (3,740) 5,779 266,990 21,072 954 33,453 16,101 10,590 18,078 11,548 424,402
114.1% 81.7% Holding retention, defects to be completed 134.6% Works nearing completion 99.7% Site works progressing 64.5% 108.3% 81.8% 15.3% Works commenced, two seats completed in East Devonport 10.9% Works in progress 77.1% Project awarded, contractor yet to commence on site 6.2% Project to be defered to 2017/18, CF funds to be redirected to sharded path next to Vic Pde boat ramp 19.1% Works nearing completion 78.6% 44.6% Financial contribution only towards practice wicket upgrade 100.2% 63.3% Trees to be planted in autumn 1.0% Funds to be reallocated to a bike path at Pioneer Park, Res No. 30/16 (CSC 20/16) Feb 2016 3.1% 1.7% Request for quotations progressing 0.1% Draft signage being developed 102.2% 77.3%
Facilities CB0059 CB0069
Public Art Mersey Vale Cemetery - Depot Shed & Staff Amenities Improvements
CB0070 CB0071 CB0072
Home Hill - Interpretive Signage BSMC - Solar Panel Installation Fourways Car Park Toilet & Parenting Facilities Upgrade Total Facilities
360,000
Wattle Bank Close - Kerb & Open Drain Minor Stormwater Works Pilgrims Road Pipe Extension & Manhole William Street Stormwater Catchment Upgrade - Stage 5 Stormwater Outfall Risk Management - Coles Beach East Devonport Rec Centre Drainage Improvements Melrose Road - New Culvert near #772 Waverly Road - New Culvert near #51 Manhole Lid Replacements Pit Replacements Reece Detention Basin Subsoil Drainage Renewal Total Stormwater
85,000 30,000 21,000 275,000 45,000 50,000 35,000 18,000 25,000 50,000 105,000 739,000
23,418 (1,092)
0.0% 101.4% Construction starting on site soon 0.2% Application for external grant funding unsuccessful 96.0% Contract awarded - yet to commence on site 6.6% Contract awarded - yet to commence on site 39.0%
Stormwater CS0039 CS0040 CS0041 CS0042 CS0043 CS0044 CS0045 CS0046 CS0047 CS0048 CS0049
-
ITEM 4.7
completed completed completed Apr 2016 completed completed Mar 2016 Mar 2016 completed Apr 2016 completed
completed completed completed June 2016 completed completed May 2016 May 2016 completed May 2016 completed
48.7% 112.5% 72.5% 2.9% Contract awarded 53.2% 98.1% 4.4% 10.5% 57.6% 63.8% Design progressing & construction works progressively being undertaken 89.0% 42.6%
PAGE 89 Council Meeting - Attachment 2 - Capital Works - Apr 2016
ATTACHMENT [2]
Income 2015/16
Annual Budget $
Additional Funds Carried forward & Total Budget adjustments Available $ $
Expenditure 2015/16
External Funding $
Forecast $
Balance
Total Commitments Expenditure $ $
Actual $
Remaining Funds $
Performance Measures
Works Start Month
Works % Completion Budget Month Spent
Comments
Transport CT0104
Formby Road Car park Arcade Link
5,695
5,695
6,100
6,047
-
6,047
completed
completed
106.2%
CT0112
Devonport Road Reconstruction - Turners Lane to McLeod Avenue
66,088
66,088
60,500
60,332
-
60,332
5,756
completed
completed
91.3%
CT0118
Pedestrian Network Strategy (2012) Action Plan Implementation
37,758
37,758
37,758
17,904
8,664
26,568
11,190
Jan 2016
May 2016
70.4%
CT0119 CT0127 CT0128 CT0129 CT0130
Stony Rise Rd - Middle Rd intersection New Roundabout William St Pavement Reconstruction - Stewart to Steele Stewart St Pedestrian Facilities River Road Rural - Widening Stage 3 Bellamy Road Bridge Renewal
400,000 20,000 250,000 225,000
16,990 (45,000)
16,990 355,000 20,000 250,000 170,000
16,990 357,500 10,000 191,500 170,000
16,990 357,130 1,160 191,336 168,019
-
16,990 357,130 1,160 191,336 168,019
(2,130) 18,840 58,664 1,981
completed completed completed completed completed
completed completed completed completed completed
100.0% 100.6% 5.8% 76.5% 98.8%
CT0131 CT0132 CT0133 CT0134 CT0135
Reseal Program 2015-16 Devonport Road - Guardrail Terminals Forth Road - Guardrail Terminals Duncans Road Bridge Erosion Protection Signage Improvements - Ring Road Signage Implementation
700,000 20,000 50,000 25,000 50,000
700,000 20,000 50,000 28,000 50,000
710,000 16,000 37,000 28,000 50,000
679,973 16,007 36,740 28,008 41,217
2,157 8,288
682,130 16,007 36,740 28,008 49,505
17,870 3,993 13,260 (8) 495
completed completed completed completed Aug 2015
completed completed completed completed May 2016
97.4% Linemarking in some areas to be reinstated 80.0% 73.5% 100.0% 99.0% Additional signage to be installed in East Devonport
CT0136 CT0137 CT0138 CT0139
Nicholls Street New Footpath - Percy to St Brendan Shaw College Caroline Street New Footpath - John Street to EDRC Winspears Road Footpath Renewal Payne Avenue Car Park - Retaining Wall Renewal
18,000 55,000 30,000 50,000
18,000 55,000 30,000 60,000
12,000 36,500 30,000 60,000
11,737 36,129 283 3,431
54,985
11,737 36,129 283 58,416
6,263 18,871 29,717 1,584
completed completed Feb 2016 TBA
completed completed May 2016 TBA
65.2% 65.7% 0.9% 97.4% Quotations received for scope of work above budget allocation - additional expenditure approved by GM
CT0140
Minor Footpath Renewal
25,000
25,000
25,000
10,985
12,646
23,631
1,369
completed
completed
94.5%
CT0141 CT0142 CT0143 CT0144 CT0145 CT0146 CT0147 CT0148 CT0149 CT0150 CT0151 CT0152 CT0153 CT0154 CT0155 CT0156 CT0157 CT0158 CT0159 CT0160 CT0161 CT0162 CT0163
North Street Kerb Renewal - West of William Street Road Traffic Device Renewal Street Light Provision Transport Minor Works William St Pavement Reconstruction - Steele to Tasman Coraki Street Kerb Renewal -Adina Place to Triton Road Kelcey Tier Road Pavement Renewal -Melrose Raod to Sherston Binda Place Renewal Torquay Road Pavement Renewal - Oak Crt to Canning Dr Parking Infrastructure Renewal Mersey Road Footpath Renewal - Dogs Home to Kelcey Tier Road Mersey Bluff Caravan Park -Internal Road Improvements Mersey Vale Cemetery -Seal Western Top Road Don Recreation Ground - Seal Car Park Tugrah Road New Footpath - North of Washington Drive Stony Rise Road New Footpath - Middle Road to Friend Street Stony Rise - Lawrence Drive Safety Improvements Middle Road -William Street to Bass Hwy Safety Improvements Kelcey Tier - Mersey Main Road Junction Improvement Devonport Road - McLeod Avenue to Horsehead Creek renewal Hiller Street & Ashburner Street Intersection Renewal Tarleton Street Pedestrian Facilities Forbes Street Pedestrian Facilities William Street Pedestrian Facilities
50,000 28,715 20,000 25,000 520,000 125,000 405,000 85,000 427,500 25,000 310,000 90,000 13,000 46,500 100,000 140,000 85,000 155,000 175,000
49,911 16,835 7,054 13,427 312,284 92,341 403,348 11,271 321,282 50 10,464 180 13,053 14,817 74,088 126,185 67,773 12,473 17,394 24,209 59,475 10,441 6,235 -
203,974 54,553 44,344 34,035 21,495 570 85,864 23,206 32,930 14,510 44,155 -
49,911 16,835 7,054 13,427 516,258 92,341 403,348 65,825 365,626 50 10,464 180 13,053 48,852 95,583 126,185 68,343 98,337 40,600 57,139 73,985 54,595 6,235 -
completed Nov 2015 ongoing Dec 2015 Jan 2016 completed completed Apr 2016 Dec 2015 TBA Mar 2016 Apr 2016 completed completed completed completed completed Apr 2016 Feb 2016 Apr 2016 Jan 2016 Apr 2016 Apr 2016 Jan 2016
completed TBA ongoing May 2016 Apr 2016 completed completed May 2016 Mar 2016 TBA May 2016 May 2016 completed completed completed completed completed May 2016 Jun 2016 May 2016 May 2016 May 2016 June 2016 May 2016
99.8% 58.6% 35.3% 53.7% 99.3% 73.9% 99.6% 77.4% 85.5% 0.2% 3.4% 0.2% 100.4% 105.1% 95.6% 90.1% 80.4% 63.4% 23.2%
240,000 81,020 44,000 62,000 22,000
50,000 28,715 15,000 25,000 520,000 93,000 405,000 70,000 400,000 25,000 310,000 90,000 13,100 49,000 96,000 130,000 70,000 110,000 206,000 290,000 81,020 54,600 62,000 22,000
1,437,888
5,070,283
3,348,019
646,377
3,994,396
980,803
142,975
267,861
26,139
completed
completed
Total Transport
60,000 25,000 20,000 25,000 400,000 125,000 400,000 85,000 450,000 25,000 310,000 90,000 10,000 45,000 100,000 150,000 85,000 155,000 175,000 -
4,653,000
(55,000)
3,000
10,000
(10,000) 3,715
120,000 5,000 (22,500)
3,000 1,500 (10,000)
130,246
4,783,246
374,434
374,434
85,000 155,000
(352)
89 11,880 12,946 11,573 3,742 32,659 1,652 19,175 61,874 24,950 299,536 89,820 (53) (2,352) 4,417 13,815 16,657 56,663 134,400
-
Forthside Rd guardrail replaced Drew St lighting being upgraded Works at Webberleys Rd/Forthside Rd complete Construction progressing
Construction progressing Construction progressing contract awarded Quotations received for scope of work above budget allocation - additional expenditure
Contract awarded Contract awarded Contract awarded Construction progressing Quotation accepted Quotations from contractors have been requested Construction progressing (within project CT0145)
83.5%
Plant & Fleet
CF0014 CF0015 CF0013
Hire Plant Replacement Plan (including disposal proceeds) Minor Plant Replacement Plan (including disposal
294,000
294,000
270,000
124,886
96,700
96,700
96,700
36,902
-
36,902
59,798
NA
NA
38.2% List of identified items to be progressively purchased
proceeds) Fleet Replacement Plan (including disposal proceeds)
200,000
42,391
242,391
242,391
23,579
93,872
117,451
124,940
NA
NA
48.5% List of identified items to be progressively purchased
590,700
42,391
633,091
609,091
185,368
236,846
422,214
210,877
240,000
176,730
10,682
187,411
52,589
NA
NA
78.1% List of identified items to be progressively purchased
190,000
23,040
21,815
44,855
145,145
NA
NA
23.6% Ongoing program of IT infrastructure upgrades
430,000
199,770
32,497
232,266
197,734
54.0%
8,800,329
5,276,431
1,355,052
6,631,482
2,493,818
74.2%
4,737,822
3,523,049
56,895
3,579,944
2,257,878
4,737,822
3,523,049
56,895
3,579,944
2,257,878
61.3%
13,538,151
8,799,479
1,411,947
10,211,426
4,751,695
69.1%
Total Plant & Fleet
-
91.1%
66.7%
Other Equipment
CE0006
Office Equipment
240,000
CC0007
Information Technology - Renewal & Upgrades
175,000
15,000
190,000
Total Other Equipment TOTAL CAPITAL EXPENDITURE - EXCLUDING LIVING CITY
415,000
15,000
430,000
8,054,200
879,146
8,933,346
2,496,000
3,341,822
5,837,822
2,496,000
3,341,822
5,837,822
10,550,200
4,220,968
14,771,168
Living City
CB0068
Liv ing City - Strategic Initiativ es Total Living City
TOTAL CAPITAL EXPENDITURE - INCLUDING LIVING CITY
240000
1,478,888
1,478,888
ITEM 4.7
June 2015
July 2016
61.3% Project to continue through duration of the year
PAGE 90 Report to Governance and Finance Committee meeting on 16 May 2016
4.8
GOVERNANCE & FINANCE REPORT File: 29468 D416682
RELEVANCE TO COUNCIL’S PLANS & POLICIES Council’s Strategic Plan 2009-2030: Strategy 5.3.2
Provide appropriate support to elected members to enable them to discharge their functions
SUMMARY This report provides a summary of the activities undertaken in the following areas of Council:
Corporate and Business Services; Governance; and Organisational Performance.
BACKGROUND This report is provided to the Governance and Finance Committee every two months and aims to update the Aldermen and community on matters of interest. The functional areas of Council covered by this report include: Governance
Property Management
Financial Reporting
Legal Issues
Strategic and Operational Plans Corporate Communication
Customer Service Financial Strategy and Management
Human Resources
- Revenue and Rating
Partnerships
- Grants
Risk Management and Insurances
- Loan Borrowings
Information Technology Budget Management
- Compliance - Related Policies
Car Parking
- Financial Reporting
STATUTORY REQUIREMENTS Council is required to comply with the provisions of the Local Government Act 1993 and other legislation.
DISCUSSION 1.
GOVERNANCE AND LEGAL
1.1
Common Seal Register The following documents have been signed under Council’s seal March 2016-April 2016: REG/159
Plan of Survey - Folio F/R 162736-1 162736-2
1/03/2016
REG/160
Grant Deed - Arts Tasmania & Devonport Regional Gallery
4/03/2016
REG/161
Lease Agreement - Spreyton Football Club
16/03/2016
REG/162
Lease Agreement - Devonport City Soccer Club
16/03/2016
ITEM 4.8
PAGE 91 Report to Governance and Finance Committee meeting on 16 May 2016
REG/163
Lease Agreement - Devonport Gymnastics Club
17/03/2016
REG/164
Lease Agreement - Spreyton Cricket & Bowls Club
17/03/2016
REG/165
Devonport Interim AM2016.03
REG/166
Boundary Adjustment Sale Agreement
13/04/2016
REG/167
Plan of Survey - PA2014.0010
18/04/2016
REG/168
Lease of Crown Land - Formby Road
22/04/2016
REG/169
Lease of Crown Land at East Devonport
22/04/2016
REG/170
Lease of Crown Land - Tarleton Street
22/04/2016
Planning Scheme
- Draft
Amendment
13/04/2016
1.2
Property Management Council’s property managers, Collins Real Estate continue to provide monthly updates on all properties with no major issues identified throughout this reporting period.
1.3
Aldermen’s Attendance Aldermen’s attendance for the year to date is detailed as follows: Council No. of Meeting
Planning Authority
12
Attendance
Community Services
6 Member
Governance & Finance
5 Non Member
Member
12
5
Ald D C Emmerton
10
4
4
Ald G F Goodwin
11
6
Ald A J Jarman
12
0
5
Ald J T Keay
12
0
5
Ald L M Laycock
12
0
5
Ald J F Matthews
11
3
2
Ald L M Perry
12
5
1
Ald A L Rockliff
10
2 4
4
Workshops
5
18
4
Non Member
Mayor Ald S L Martin
0
Infrastructure & Works
Member
Non Member
2
2
Member
Non Member 1
4
15
3
5
16
1
5
4
3 3
16 0
13
4
3
15
2
4
13
5
16 2
The following Aldermen were members from October 2015 Ald Goodwin - Community Services Ald Martin - Governance & Finance Ald Laycock - Infrastructure & Works
2.
ORGANISATIONAL PERFORMANCE
2.1
Budget Process Council has so far conducted two budget workshops for 2016/17 covering the operational budget, capital budget, five year capital program and fees and charges. The feedback from the community consultation which concluded in March was the subject of a separate report at the April Council meeting. The data received through the consultation has been considered as part of the budget deliberations. The draft budget will be presented to the Audit Panel on 6 June before adoption by Council at the June Council meeting. Prior to the formal adoption of the budget, it is proposed to hold a further community consultation session to provide information in relation to the content of the operational and capital budget. ITEM 4.8
14
3
17
PAGE 92 Report to Governance and Finance Committee meeting on 16 May 2016
2.2
Tasmanian Audit Office Client Information Session The Tasmanian Audit Office held its annual client information sessions in the first week in May, giving attendees an opportunity to meet the newly appointed AuditorGeneral, Mr Rod Whitehead. In addition to the Launceston and Hobart events, the Cradle Coast Authority hosted an event aimed at Audit Panel Members as well as senior staff. The event covered common findings from the 2014/15 audit and identified areas of interest for the 2015/16 year. Other topics covered included:
3.
Audit Panel functions and responsibilities; Risk Management; Long term asset and financial planning and reporting; and Developments in governance.
CORPORATE SERVICES
3.1. Records Management 3.1.1. Offsite Storage of Council's Records With the relocation of Council’s Best Street offices as part of the LIVING CITY project, investigation was undertaken regarding alternate records management practices to minimise risk and to simplify the movement of Council’s hard copy records. Off-site storage solutions were explored as part of this process. At the September 2015 Meeting Council authorised the use of an external storage provider Iron Mountain as its off-site storage solution. Comments: A component of the move included the sentencing of a select series of records. The sentencing project is progressing with assistance from the Tasmanian Archives & Heritage Office. Completion of this project will release Council from the need to maintain physical storage space for this particular series of records. 3.2. Risk Management and Insurance Number of Reported Incidents Report Year
Number of Reported Incidents Internal
Number of Reported Incidents External
March - April
15
8
Incident Type Internal Report Year
Personal Injury
Property Damage
Motor Vehicle
Near Hit
Hazard
Personal Threat
Stolen Property
Non Conformance
March - April
8
3
2
0
1
1
0
0
Incident Type External Report Year
Personal Injury
Property Damage
Near Hit
Hazard
March - April
1
7
0
0
ITEM 4.8
Fraud 0
PAGE 93 Report to Governance and Finance Committee meeting on 16 May 2016
Insurance Claim Costs (Internal) Report Period
Actual Claim Costs
March-April
0
Number of Claims
0
Insurance Claim Costs (External) Report Period
Potential Claim Costs
Actual Claim Costs
March-April
$1650
0
Number of Claims
2
0
Potential Claims Descriptor
Member of the public turning vehicle left from Best Street into Formby Road hit kerbing damaging vehicle. Alleged ground water flooding following Council works at neighbouring property.
3.2.1. Risk, Health & Safety and Emergency Management Activities The following activities have been undertaken in this reporting period:
Drug & Alcohol Testing - 27 random sessions have been undertaken in the reporting period. Attended MAV Tasmanian and Victorian Conferences.
3.2.2. Training The following training has been undertaken in this reporting period:
Delivered ongoing drug & alcohol awareness and training to staff Provided information to UTAS medical students relating to health & safety in a rural community Received property hazard identification training from our property insurer
3.3. Human Resources 3.3.1. Recruitment Staff positions advertised in March and April 2016 Position
Department
Work Location
Administration Trainee – Community Services Group Employed (advertised by ArtsReady)
Gallery
Curator
Gallery
Civil Serviceperson
Community Services
Works Infrastructure Works and Lawrence Drive Development
ITEM 4.8
PAGE 94 Report to Governance and Finance Committee meeting on 16 May 2016
Staff Appointments in March and April 2016 Position
Name
Department
Work Location
Casual Attendant – Alyssa Gaffney DECC
Community Services
DECC
Casual Attendant – Louise Murfet DECC
Community Services
DECC
Administration Rebecca Trainee – Group Krushka Employed by ArtsReady
Community Services
Gallery
Curator
Community Services
Gallery
Erin Wilson
Staff Departures in March and April 2016 Position
Name
Department
Work Location
Date Effective
Parks and Anthony Kean Reserves Serviceperson
Infrastructure Lawrence Works and Drive Development
04/03/2016
Civil Works Brian Evison Serviceperson
Infrastructure Lawrence Works and Drive Development
29/04/2016
Civil Works Shane Wallace Serviceperson
Infrastructure Lawrence Works and Drive Development
29/4/2016
3.3.2. Workers Compensation Claims Policy Year ending Number of Workers Gross value incurred by the 30 June Compensation Insurer Claims lodged with (including estimates) Council’s Insurer 30/6/2016*
14 claims
$182,295.21
30/6/2015
12 claims
$235,938.94
30/6/2014
8 claims
$ 20,368.14
30/6/2013 *
13 claims
$231,594.58
30/6/2012
13 claims
$140,681.41
Commentary: * Claim/s remains open in this year ending. New Workers Compensation claims for the period There was one new worker’s compensation claim lodged in total for March and April 2016.
ITEM 4.8
PAGE 95 Report to Governance and Finance Committee meeting on 16 May 2016
Four claims remain open in total, of which two claims are pending at the end of April 2016. The remainder of injured workers are participating in Return to Work and Injury Management Plans. 3.3.3. Work Experience One work experience student completed placement during this period. Date
Work Experience Program
Student
Location of placement
21/3/2016 to 24/3/2016
Devonport High School
Zoe Williams
Marketing and Events, Best Street
3.3.4. Staff Training The following training session has been undertaken in this reporting period: One staff member attended the LGAT Workforce Planning Workshop
The following training sessions have been delivered internally to workers in this reporting period: Integrity Commission Training, Outdoor Workforce – Ethical Decisions at Work
3.4. Finance
3.4.1. S132 Certificates During the months of March and April, the Finance Team issued 184 Section 132 certificates under the Local Government Act, 1993 (Certificate of Liabilities in relation to rates on properties). This information is a good indicator of property sales in the municipality. A comparison to the previous year is shown below.
132 Certificates
120 100 80
93
60
82 81
103
2014/2015 2015/2016
40 20 0 March
April
ITEM 4.8
PAGE 96 Report to Governance and Finance Committee meeting on 16 May 2016
3.4.2. Rates Statistics Percentage of Rates Paid 2015/2016 82.45% 95.03%*
March April
2014/2015 82.63% 92.60%
2013/2014 81.22% 91.24%
Number of Properties Paid in Full March April
2015/2016 Number Percentage 4408 36.26% 9964* 81.95%*
2014/2015 Number Percentage 4356 35.94% 8758 72.26%
*Please note April figures are as at 2/5/2016
3.5. Parking 3.5.1. Parking Statistics Income – Parks (Total) March 2016 April 2016
Car
Income Meters March 2016 April 2016
from
Infringements Issued March 2016 April 2016
15/16
14/15
$63,044.09 $72,538.28
$73,977.58 $71,693.67
15/16
14/15
$51,482.36 $46,972.00
$35,070.00 $45,653.00
15/16
14/15
1473 1469
2018 2027
3.5.2. Best Street PAYL Car park Best Street Income March 2016 April 2016
15/16 $9,838.02 $10,974.17
14/15 $7,898.25 $7,703.79
3.5.3. Pay by Phone Easy Park Users Paid
March 856 $2,137.06
Parking Area Fenton Way Car Park – All Day Formby Road Car Park – 3 Hours Fourways Car Park – All Day Payne Avenue Car Park – All Day Rooke Street Car Park – All Day Victoria Parade Car Park – All Day Wenvoe Street Car Park – All Day Edward Street Car Park – 3 Hours Total
April 885 $2,417.37
March
April
14 210
6 212
98 97
121 86
90 29
89 25
128
167
190
179
856
885
ITEM 4.8
2013/2014 Number Percentage 4127 34.25% 8535 70.84%
PAGE 97 Report to Governance and Finance Committee meeting on 16 May 2016
3.6. Devonport Entertainment and Convention Centre (DECC) 3.6.1. Theatre Performances & Events Productions staged at the DECC were as follows: Commercial Hire
Abba Gold – The Ultimate ABBA Show John Williamson The Australian Bee Gees Stephen K Amos
Community Hire
Razzamatazz – Presented by the Rotary Club of Devonport
DECC Entrepreneurial Program
The Man In Black – The Story Of Johnny Cash Over There – Hit Songs and Stories of the War Marty Putz – School Holiday Entertainment
Performance Commercial Hire Community Hire DECC Entrepreneurial Program Totals
Number of Days Hired 4 1
Number of Performances 4 1
Audience Attendances 1319 350
Total Income $19,489.02 $ 1,280.00
3 8
3 8
589 2258
$11,443.60 $32,212.62
3.6.2. Ticketing The Devonport Entertainment Centre’s Box Office was selected to co-ordinate ticketing services for the Skyfields Concert. This event was held in March and proved to be a successful commercial activity for the venue. The demand for tickets through the Ticketmaster and Ticketek systems increased due to the AFL games held in Tasmania. Total Number of Tickets Sold 2442 326 238 3006
Performance Skyfields Ticketmaster Ticketek Totals
Income for the March and April was dispersed as follows:
Income Breakdown March - April 2016 4% 7%
8%
Room Hire
23% Theatre Hire 45% 12%
Box Office 1%
ITEM 4.8
PAGE 98 Report to Governance and Finance Committee meeting on 16 May 2016
3.6.3. Meetings and Functions A total of 24 non-performance events including functions, meetings and professional development sessions were held at the venue during March and April. Meetings & Functions Meetings & Training Functions Totals
Number of Days Hired 23 1 24
3.7. Information Technology 3.7.1. Public Wi-Fi Statistic March
April
ITEM 4.8
Number of Attendees 452 60 512
Total Income $9,425.92 $190.00 $9,615.92
PAGE 99 Report to Governance and Finance Committee meeting on 16 May 2016
Visitor vs Local stats up to 5 May Local: 4,694 Visitor: 6,173 Total: 10,867 Please Note: the question can’t be set to mandatory at this stage, users can just bypass it by not answering; answers can’t be tracked by month so this a total since the service was installed. 4
CORPORATE COMMUNICATION - MARCH/APRIL 2016
4.1
Websites 4.1.1 Devonport City Council Website Visitation and usage of Council’s corporate website has continued to grow since the launch of the new site in August 2015. Visitation peaked in March 2016, with 25,879 page views and an average 342 daily website sessions. Content relating to employment opportunities, key events such as the Devonport Food & Wine Festival (DFWF), the Waste Transfer Station and Mersey Vale Cemetery Search continue to rank highly in terms of pages visited.
Devonport City Council Website Page Views 25000
Vission sessions
20000
15000
'12/13 13/14
10000
14/15 15/16
5000
0
ITEM 4.8
PAGE 100 Report to Governance and Finance Committee meeting on 16 May 2016
Devonport City Council website Statistics Total Visitor sessions Total page views Average daily sessions Average session duration (minutes) Average page views per visit Device Category Desktop Mobile Phone Tablet Top 10 Pages
March 2016
April 2016
10,613 25,879 342 1:44
9,717 24,623 324 1:51
2.44
1. 2. 3. 4. 5. 6. 7. 8. 9. 10.
50.6% 37.8% 11.6% Home Page How to Contact Us DFWF2016 Contact Us Waste Transfer Station LIVING CITY Mersey Vale Cemetery Search Employment Opportunities Careers Council Meetings Agendas & Minutes
2.53
1. 2. 3. 4. 5. 6. 7. 8. 9. 10.
51.3% 38.0% 10.7% Home Page How to Contact Us Employment Opportunities Careers Contact Us Mersey Vale Cemetery Search Waste Transfer Station LIVING CITY Careers - How to apply Events - 5km Colour Run Devonport
4.1.2 LIVING CITY Website A new website for LIVING CITY was recently launched, following security issues with the previous LIVING CITY website content management system. In the interim period the LIVING CITY page on Council’s corporate website included additional information with the www.livingcitydevonport.com.au URL redirected to the page. The new website design is also mobile and tablet friendly.
ITEM 4.8
PAGE 101 Report to Governance and Finance Committee meeting on 16 May 2016
ITEM 4.8
PAGE 102 Report to Governance and Finance Committee meeting on 16 May 2016
4.1.3 Speak Up Devonport Website Council’s online engagement platform www.speakupdevonport.com.au is utilised for all of Council community consultations. During the reporting period a number of community consultations were undertaken, as follows: Speak Up Devonport Website Statistics Active Consultations
Total Aware: Number of people (unique users) who have visited the website during the period Total Informed: Number of people who have taken some actions to learn more about projects on the website during the period. Total Engaged The number of people who have actively contributed to selected projects/consultations.
4.2
March 2016 Budget Consultation 2016/2017 (Phase 2) LIVING CITY Stage 1 Funding Model 1,015
April 2016 N/A
40
587
29
92
0
Social Media Council currently utilises both Twitter and Facebook as social media tools to engage with the community and local media. Council’s corporate Twitter account (@devonportcity) was launched in December 2014 and had 337 followers as at 30 April 2016. It is actively used to ‘break’ news to the media. Council currently operates eight Facebook pages (Devonport City Council, Devonport Food & Wine Festival, Devonport Food Connection, Devonport Jazz, Devonport Events, Bass Strait Maritime Centre, Devonport Entertainment & Convention Centre, Devonport Regional Gallery). Each represent a targeted marketing opportunity, with content planned specific to each page’s audience. The Devonport City Council Facebook page is well utilised by the community, with high engagement regarding events, Council news, community initiatives and road works. The community can use the page to ask questions of Council and find out what is happening in Devonport. Key questions or matters raised by the public are generally around Council’s services, opening times and reports of community infrastructure needing repairs.
ITEM 4.8
PAGE 103 Report to Governance and Finance Committee meeting on 16 May 2016
DCC Facebook Page Statistics Facebook Followers: Number of Facebook users who ‘like’ the DCC Facebook page at the end of each period. Facebook Reach: Number of Facebook users who have seen content associated with the page during the period (individual users can be ‘reached’ numerous times per month). Facebook Engaged Users: Unique number of people who actively engaged with the page by liking, commenting, sharing or clicking on posts on the page during the period.
March 2016
April 2016
4,152 TY (3,058 LY) +35.8%
4,271 TY (3,089 LY) +38.3%
654,705 TY (128,829 LY) -57.5%
66,064 TY (45,695 LY) +44.6%
4,358 TY (15,681 LY) -72.2 %
4,633 TY (4,530 LY) +2.3%
Content reach and engagement was down -57.5% and -72.2% between March 2016 and March 2015, with the prior year’s featuring ‘boosted/paid’ posts relating to the 2015/16 Budget Consultation, Reclaim the Lane and Energy Efficiency Workshops. During March and April 2016 the top ten page posts each month in terms of reach and engagement were: March 2016 1. 2. 3. 4. 5. 6. 7. 8. 9. 10.
4.3
April 2016
Welcome to our newest citizens Mersey River Photo from the Julie Burgess The Wiggles are coming to town Easter Thursday Free Parking in CBD Easter Waste Arrangements Minamata Time Capsule Opening Don Reserve Fuel Reduction Burn Devonport Road Reconstruction Works Mayor’s Message CBD Traffic Light Outage (Tas Police share)
1. 2. 3. 4. 5. 6. 7. 8. 9. 10.
Miandetta Fuel Reduction Burn ANZAC Day TasWater HQ moving to Devonport LIVING CITY story – The Advocate (share) Mayor Steve Martin Walk the Plank Staff – Red Cross Blood Service Award Kelcey Tier Fuel Reduction Burn DECC – Eagles Show Cancellation Home Hill – National Trust Heritage Month Best/Rooke Street intersection roadworks
Publications & Media During the month of March 2016, Council published:
Council Update – explaining key decisions from the March Council meeting One (1) Your Devonport. Your City. Online eNewsletter Fourteen (14) media releases & alerts: Phase Two of Council’s Budget Consultation 2016/2017 Alphonse returns to Devonport for Harmony Week 2016 Diamonds of Devonport 2016 Tickets Now On Sale The Scott Pickett Experience New Dog Exercise Park to open this week Devonport Road Reconstruction Volunteers to be recognised by Council Mayor’s Charity Gala 2016 Council to consider LIVING CITY builder LIVING CITY Stage 1 Project Funding Model Adopted Fairbrother selected as builder for Stage 1of LIVING CITY Easter Waste Arrangements Free Parking Day – Easter Thursday School Holiday Program
ITEM 4.8
PAGE 104 Report to Governance and Finance Committee meeting on 16 May 2016
During the month of April 2016, Council published:
4.4
One (1) LIVING CITY eNewsletter Nine (9) media releases & alerts: Sister Cities 20th Anniversary Celebrations Pirate Day to help raise funds for accessible beach wheelchair Council welcomes Errol Stewart’s interest in LIVING CITY Farewell Targa Tasmania 2016 Event TasWater welcomed to LIVING CITY’s Southern Precinct ANZAC Day Services Ben Milbourne hosts LIVING CITY producers gathering DECC Show Cancellation A Treat for Devonport History Buffs
E-Newsletters E-newsletters are a cost effective, targeted and communicating with residents and target audiences.
measurable
means
of
The LIVING CITY eNews was launched in June 2014 and is used to release tailored LIVING CITY news to subscribers on a regular basis. E-Newsletters are also sent to registered Speak Up Devonport participants regarding the launch of community consultations during the period. LIVING CITY eNews Subscribers as at 30/4/16 eNews Name
Campaign Date Open Rate Click Rate
488 TasWater welcomed to LIVING CITY’s Southern Precinct 28/4/16 34.7% 2.9%
Speak Up Devonport eNews 780 Have your say on Council’s proposed Capital Works Program 1/3/16 N/A N/A
COMMUNITY ENGAGEMENT The information provided above details any issues relating to community engagement.
FINANCIAL IMPLICATIONS Any financial or budgetary implications related to matters discussed in this report will be separately reported to Council. There is not expected to be any impact on the Council’s operating budget as a result of this recommendation.
RISK IMPLICATIONS Any specific risk implications will be outlined in the commentary above. Any specific issue that may result in any form of risk to Council is likely to be subject of a separate report to Council.
CONCLUSION This report is provided for information purposes only and to allow Council to be updated on matters of interest.
ATTACHMENTS Nil ITEM 4.8
PAGE 105 Report to Governance and Finance Committee meeting on 16 May 2016
RECOMMENDATION That it be recommended to Council that the Governance and Finance report be received and noted.
Author: Position:
Shane Crawford Executive Manager Business Services
Corporate
&
Endorsed By: Position:
ITEM 4.8
Paul West General Manager
PAGE 106 Governance and Finance Committee meeting Agenda 16 May 2016
5.0
CLOSURE
There being no further business the Chairman declared the meeting closed at <insert time> pm.